In a recent LinkedIn post, Bassam Salem, Chief Business Officer and Executive Vice President at inContact, wrote about the four stages of a great employee.
“Great employees are not born,” Mr. Salem said, “they’re self-made.”
If we accept Mr. Salem’s post as a truism, how would you sort the employees and emerging executives in your office, division or organization? Could you as readily identify the talent, nurture and grow those capabilities for the benefit of the employee and the organization?
Stand-out workers aside, what about everyone else? Do we employ tens, hundreds or thousands simply to stumble upon the precious few, highest performers who drive action and results on behalf of the entire organization?
This question lies at the heart of organizational “captive value.”
The paradox of success and growth is that it inherently breeds rigidity. Instead of evolving into a continuously more dynamic, nimble and capable entity, the organization becomes more bureaucratic, stifling initiative and creativity, “stove-piping” skills and limiting communication.
This structure inhibits the realization of a profound source of wealth and value for all organizations – the untapped capability in their employees, staff and executives; not the obvious over-achievers, but the others, whose talent, inspiration and resourcefulness is lost amid regulations, hierarchies and toxic organizational cultures. Unlocking this “captive value” is organizational force multiplier which benefits the organization and the individual.
Mr. Salem is absolutely correct in stating that good employees are “self-made.” But it is incumbent on senior executives to create the environment to unlock that performance capability in more than just the obvious candidates.
In that mission, Aplin is here to help.