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.
Effective management is incredibly important in our complex society. One need only look at the business pages of any paper to see the outsized role senior executives play in our livelihood, comforts and opportunities. Yet, despite its importance, executive value is often overlooked and generally misunderstood—even by executives.
Executive value is a productive blending of personal attributes and organizational design to grow and apply internal performance leadership in a market of opportunities. It requires accurate knowledge and sustained influence—of employees and strategy.
These attributes do not exist in a vacuum.
Executives are under real-time pressure to act and make a difference; to effectively control their organizations’ changing complexity. It is a challenging reality that drives a need for reliable and insightful methods of knowledge and influence, of action and control, of design and leadership.
The market of ideas is saturated with notions of executive value and what executives can do about it. These ideas are put into practice every day. Temporary or partial success in this realm leads to the creation of a virtual cottage industry with the latest fad trumpeted as a reliable method of executive enhancement.
At Aplin, we take a different approach.
Over the last 20 years, Aplin has been studying how to enhance executive value and shape the factors that put it at risk in organizational complexity. Over the course of 30 cases, we developed a scientific basis of engineering performance in the organization—one that provides a reliable discipline for executive value. Performance Architectural Science Systems, or PASS, is now a suitable means of adapting an array of scientific and technological methods to the real context of creating and sustaining value—through the many real layers of human behavior—from employees to executives.
Our value paradigm brings rigor to the realities of organizational complexity, unlocking the “captive value” – in technology and human capital infrastructure – to tangibly enhance performance and executive value.
This Century promises disruptive innovation and hyper-competitiveness. It will require unprecedented levels of efficiency, accountability and transparency, amid continuing uncertainty. Consider Aplin and PASS as part of your organization’s risk mitigation strategy, not simply to meet the future, but to win it.