Employment practices have traditionally represented attempting to fit a round peg into a round hole when it comes to skills and experience, then hoping employees remain engaged and successful as a direct result of their compensation and benefits. Yet how many employees have never been asked for their opinions on how to improve the business even after being employed for years? How many have never been told how their work contributions directly benefit business success?
Effective communication is critical in any organization. But even more importantly, people often seek to be appreciated — even validated — for the contributions and sacrifices they’ve made for their employer. The most vibrant and successful organizations understand the importance of aligning employee self-interest with employer goals with valuing employee retention as a positive norm. This can be initiated when executives prioritize the ongoing development of their human assets, whether this is through beneficial self-improvement programs and online courses that help people personally and support the continued progress of attaining and retaining workplace skills and success.
Experience has shown how much the financial performance of a business is determined by human factors, regardless of the industry, product, services and technologies involved. People can be represented by a system of nodes in constant states of interaction across any organization, whether they’re booking an order, completing a sales transaction, or developing and launching new products and services.
So-called “flat organizations” today are even more dependent on their people than is normally considered as a matter of “three degrees of separation” for most critical processes. Yet how many business practices keep up with how their individuals and teams are processing job-critical information interactively across the whole span of the business — and define and manage their own immediate environments to help with making the best decisions for themselves and the business?
When it comes to maximizing “competitive brain power,” leadership teams need to view their people as their most valuable resource and invest in continuous learning enhanced by the development of — and sustained support for — executive function skills. This practice across different contexts activates neural networks within the brain, which in turn can be further leveraged by the network effect across teams, groups, and populations working together.
Organizations often deceive themselves by focusing exclusively on their so-called “top talent,” whereas all their people, both employees and customers alike, need to be fully engaged for today’s interconnected organizations to unlock their full potential. Reflective Performance helps organizations achieve these aims of more universal engagement by inverting the traditional top-down leadership pyramid with the help of a SaaS assessment, productivity system, and executive dashboard that enables critical human factors to be directly measured and addressed.
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