| The effectiveness of leaders in the organisation is crucial to the underlying performance of that organisation. Often it is necessary to elevate people from Managers (management of process and tasks in which they direct) to Leaders (pulling capability through the organisation to deliver excellence in service and performance). |
| The effectiveness of finding and developing the right talent in the organisation is key to future success of the organisation. |
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Succession Planning is key to ensuring continuity and that the right individuals are earmarked and groomed for specific roles. It’s not automatic that successors are selected in the same image as the current incumbent. There is a need to take into account the environment and direction of the business.
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All organisations strive to improve their performance. This comes from:
• Clear direction in terms of strategy and goals;
• Clarity on how they will be achieved;
• The support of a robust performance management system. |
| Good organisational structure and design is essential to the effective delivery of performance. Often there is a lack of clarity as to why the structure is as it is. |
| The Organisational Culture (based on values and belief systems, and in some cases religious and ethical values), and Climate (what it feels like for people to work there) are both significant factors underpinning performance. Our research has shown that there is an undoubted link between climate and business performance, and we have numerous case studies that demonstrate this. |
| The Selection processes are key to ensuring the right people are selected for key roles, the first time. Recruitment and selection processes can be expensive to administer and there is nothing more frustrating than when the wrong candidate is selected when it is clear they were not right for the role in the first place. Had there been more robust processes, this might not have happened. |
| Teams need to pull together to deliver superior results for the organisation. Teams that do not are not performing optimally at one level or positively damaging performance at another level. This may be caused by mistrust or a lack of direction and/or clarity for team members. Equally, issues may be with one or two people which has a knock-on impact to the rest of the team. |
| Having effective performance management processes and practices is key to the success of your teams. The processes should be clear. There should also be a clear understanding of the link between development and performance. |
| Quite often we focus on development of others but give little attention to our own short term development and our longer term career management. Opportunities may pass us by because we have not really taken charge of our career or thought about the next right role and how we might achieve it. |
| This page will grow over time as we develop information for specific roles within organisations. Initially, from recent work we have undertaken, we have developed a competency framework for CIOs. The links outline how this is of use to CIOs, how it was constructed and its relevant application in the environment in which CIOs of today and tomorrow have to operate. |
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