- When the company measures something, it tells employees it is important (customer satisfaction, policy adherence, etc.)
- When the company rewards something, it communicates that the action is in alignment (recognition, awards, commissions, etc.)
- When the company disciplines an action, everyone learns that it conflicts with the company goals (write up, probation, termination, etc.)
Why Do I Need to Do This?
The way a company communicates internally needs to be just as effective as the way it communicates or markets itself publicly. There must be organizational clarity for the company to reach its potential. Growth and profits will be limited and there will be more issues arising from the team acting outside of what the company promises.
A company risks its viability and the management risk their sanity when organizational clarity is missing. A small company may be able to endure this because the leader has a pulse on everything going on, however, as the business grows, the company has a higher likelihood of imploding.
1 comment:
I've been noodling on this notion of organizational clarity...
Are we enamored with black and white approximations of life? Is our sense of equilibrium and equality governed by stable platforms of immutable laws? What are these laws… and what are the values that govern our organizations' position on the jousting fields of competitive advantage?
I’m suggesting we sit in the rich space of story. When we agitate the potential cacophony of stories we invite a chorus of perspectives. Stories are sacred because by their nature they’re non dualistic.
So clarity emerges from uncertainty.
I put together a 2 minute vido on the idea - please watch the video and please add your voice to this conversation starter...
http://www.vimeo.com/12353245
Terrence Gargiulo
WEB: makingstories.net
BLOG: makingstories-storymatters.blogspot.com/
TWITTER: twitter.com/makingstories
PHONE: 415-948-8087
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