Lead, Manage or Dig – EJ Lister
Discover the treasure buried deep within your organization and learn the secrets to establishing a high-performance culture…
On the end of every shovel, metaphorically speaking, is a direct revenue-generating human resource—also known as, the digger. Behind the digger are the indirect resources which, in their own way of leading and managing, determine how much revenue is generated, and how much revenue is turned into profit.
The digger is an essential resource in any organization. No amount of raw material, physical assets, capital, indirect resources, or market share can make a business in the absence of the digger. Diggers are the resources with the greatest potential to generate revenue—through direct physical effort—whether performing a service or producing a product.
The digger is an essential resource in any organization…
My approach to establishing an HpO (High-performance Organization) is to focus on creating a contributing culture—a social environment where respect and recognition for leaders, managers and diggers is a shared value—where the workplace is simply an extension of a communal society. Knowing where we fit in, and how we contribute to a society is vital to our sense of self-worth and security. Wages alone may provide security, but in the absence of recognition, a person is less likely to be confidently engaged.
Lead, Manage or Dig
—release date (North America): TBD
An HpO (High-performance Organization) is a sustainable organization—profit or not-for-profit—whose employees are engaged and recognized for their individual and collective contributions. An HpO establishes a culture where everyone—leaders, managers and diggers—value strategy, culture, change, and agility as its guiding principles. Through innovation, they consistently achieve results better than those of their competitors in financial and/or non-financial performance. Of course, there are those who believe the HpO must consistently achieve both for five years or more, but the reality is, five years in today’s business, especially in the technology industry, is a lifetime. Better to track the non-financial performance—which demonstrates an organization’s culture—over a period of years, while measuring short-term strategic, innovative-related financial performance.
- Strategy – primarily the leader’s responsibility with respect to establishing the direction an organization is heading while mitigating risk. The leader’s vision of where and when a new or innovative idea is to be realized is summarized in a vision statement and communicated to the managers and diggers.
- Culture – essentially the manager’s responsibility with respect to navigating uncharted territory—ensuring diggers are equipped to travel in harmony—to safely, and with quality and efficiency travel to the destination determined by the leader’s vision. A mission statement is created by managers, providing navigational beacons to guide the diggers under defined measurement criteria.
- Change – an extension of strategy and culture, where everyone—leaders, managers and diggers—are receptive to strategic change and equally capable of reacting to tactical change as conditions dictate.
- Agility – related to culture and change, where the ability to adapt quickly to strategic or tactical changes strengthens recognition of individual and collective contributions.
Navigating Change to the Hidden HpO Treasure
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