Our surveys measure key components in your organization to find out where you are ranking in each one, so you can create a plan that targets these areas.
Orgametrics measures nine key components of alignment and effectiveness, including leadership, mission and vision, communication, teamwork, creativity, best practices, accountability, empowerment, and development. While each is distinct, they intertwine within one another. What you do in one area will impact many or all of the others.
Never to be confused with management, leadership is not defined by title, tenure or training. There are many managers. There are few leaders. Leadership is the essence of getting people to accomplish more than they would on their own. Effective leadership is when organizational leaders ask more questions than they answer. This fosters critical thinking and leads to greater levels of empowerment and with it greater accountability.
The mission and vision are the purpose of an organization. The mission defines what you are here to do as an organization. The vision describes what the world will look like when your organization is successful in carrying out the mission. A mission-driven organization is in-tune with and acting in alignment with their plan. When truly aligned: Everything you do as an organization is connected to the mission and vision.
Communication is the blood supply to any organization. It must be bi-directional with the purpose of sharing the Vision, breaking down its components at all levels, and evaluating performance throughout. High-performing teams accomplish this by teaching employees how, what, when, and where to communicate.
Teamwork unlocks organizational synergy. For the team, this is the essence of working toward a common goal. For leaders, it is providing feedback and support along the way while holding all stakeholders to high standards. In high-performing teams, teamwork can be found at the intersection of empowerment and accountability. Everyone knows what they need to do for the organization to be successful. They are responsible and take action. Each member of the team is confident that others are doing the same. In fact, with more team synergy, not only does each member work hard, but they are able to collaborate and provide helpful support to each other along the way. That is true teamwork.
Creativity is the lightning rod of innovation. For an organization to be successful, an incubator for ideas must be developed. A mechanism to capture these ideas, and give them the appropriate resources, while providing executive sponsorship is paramount to creating an innovative culture. High-performing teams are able to foster creative thinking and can quickly take ideas from concept to production, practice, or procedure.
Best practices speak to organizational humility. Benchmarking the accomplishments/practices of other organizations saves time and advances initiatives. High-performing teams are in constant search of a better way to do things. They are not satisfied with “that is the way we’ve always done it.” They thrive on improvement. In order to improve, organizations need ideas and some of the best ideas come from other organizations and even other industries.
Accountability is expressed as being fully accountable to ALL stakeholders. It is the removal of all excuses, which are replaced with improvement plans derived from the bottom up. Employees must be accountable, and leaders must empower them to be accountable.
High-performing teams are accountable to the overall organization and their individual contributions. They take responsibility for their actions, their roles, and in the best cases, they even go further and take responsibility above and beyond what’s on their desk.
Empowerment is where the energy comes from in any organization. Empowered employees feel a sense of ownership, thus eradicating a culture of victims. Victimhood occurs when team members feel that the organization’s goals and requirements are simply handed down to them. They don’t own any decisions or take responsibility for their actions because they were simply “part of those decisions that someone else made.” High-performing teams have leaders that understand the value of empowerment and benefit from faster/better decision-making. When employees are empowered, they not only take ownership and act as leaders themselves, they help create a culture of accountability and an energized workforce organization-wide.
Development is a dedication to improvement. It is the sharpening of the saw. Professional Development is requested by employees in return for loyalty and commitment. This implicit agreement is seldom discussed and often neglected by leadership. But when team members are getting better, so is the team. And when people feel that the organization is investing in them, not only are they getting better, but they are more engaged and more likely to be fully invested in the mission.
High-performing teams establish mutually (between employees and managers) agreed upon Individual Development Plans (IDPs) that are consistently reviewed and action is taken accordingly.
Your Orgametrics® Score is a benchmark on how well your organization is aligned in each of the nine different dimensions of organizational effectiveness. Your score, and the connected assessment, provides hard metrics of your strengths and sharpens your focus on areas for improvement. Following jointly developed strategies and actions, your Orgametrics Score over time provides unassailable evidence of improvement and alignment within your organization.
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