Five Questions That Should Matter

Enterprises provide rich material for researchers who want to understand the relationship between power and the disenfranchised. I have been doing a lot of reflecting on my role as a student of Conflict Management and the practical suggestions I can offer to help those who want to improve their skills. The experiences gained in my professional life have made it possible for me to be critical, not just of my own contributions but also to explore with keen eyes, what we do and why we seem to fail.

Retrieved from Google Images, October 5, 2013

To the average person with no experience in binary attributions that somehow evolve into technological genius, this image makes absolutely no sense. It is what it is. At it’s most basic form, it is a picture with lots of zeros and ones. Don’t let your employees view your communication as this. Don’t lose them in the data traffic. Simplifying the language for your audience will help them get the meaning.

My contribution today is to reinforce from the employer- employee frame, five things that should matter.

  1. What do you know and how do you translate and transfer the information?
  2. How often do you check in on the progress of your team?
  3. Is recognition a built in feature in your arsenal of engagement tools?
  4. Are the standards of performance measure articulated, understood and fair?
  5. Are there opportunities for reflection on missed targets, exploring the why behind the failure?

Models of success differ from company to company. Define the parameters along with the goals in simple language. It is painful when employees fail to understand the connection between beautifully scripted mission and vision statements and their contributions. It is even more tragic, when robotic styled behaviors are perceived to be indicators of a well informed, high performance group.

Your organization’s health matters so does the mental and physical well being of all who are engaged in work. Gain the advantage you so desperately seek by managing the key resources: the human, financial, technological and data resources. Align your strategic vision with these four and market the vision to the internal stakeholders before you market to the external.

Copyright Suzette Henry Campbell 2013

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