Assessing Your Own Work Performance

Is it human nature that we don’t stop to assess our performance most of the time? We’d rather plow ahead, hell-bent for leather, to what’s next, whether or not we’re proceeding wisely in pursuit of a given task or goal.

However, when it comes to generating innovative ideas, self-assessment is a valuable tool. If you’re in a meeting, especially one you’re conducting, record the conversation for playback later, perhaps while you’re driving!

As you listen to what transpired. Ask yourself:

• When people suggest a new idea, are you cutting them off at the pass?
• What happens when you suggest a new idea?
• If your idea doesn’t get an immediate warm reception, do you prefer to toe the line rather than rock the boat?

When you have some time, letting an idea marinate can help you gain perspective:

Put your idea in a drawer. That is, put the notes, folders, documents, and what have you in a drawer and don’t open it for a couple of days. Later, revisit the idea and see if it still seems as valid and worthwhile as when you first devised it.

Bounce your ideas off of others. This activity is recommended throughout the book, as other people’s reactions can give you valuable information about how good your idea is and what you may need to do to sell it to others.

Give it a five-time review. Review your idea on five separate occasions. Anytime it seems as if it doesn’t have sufficient merit, go ahead and chuck it. However, if it survives five intermittent reviews, proceed at full speed. You probably have something worth developing.

This article was based on the book, "Leadership in High-Performance Organizational Cultures" by Stanley D. Truskie, PhD. A book summary is available on BusinessSummaries.com.

The Optimally Balanced Culture

Organizational cultures take time to evolve. Patterns of consistent behavior do not emerge overnight.

A newer organization, in its early stage of development, may not have as strong and embedded a culture as an organization that has been around for some time. But, even an organization that has been around for years may not have a strong culture.

The goal for leaders should be to form a strong, optimally balanced culture by incorporating appropriate ‘characteristics’ which are described in the following sections.

THE COOPERATION CULTURE

This cultural pattern stems from the term ‘collectivism’, which is rooted in family values especially those of Asia, South America, and Southern Europe. Being of service to one another, and to the group is a very important value.

Relatedly, each member develops a greater commitment to cooperative efforts and creates a positive concern for collective interests.

This culture values and develops teamwork. Individuals and member groups strive to help each other.

Relationships are very important, as is open communication. Members approach and solve problems together. Interpersonal conflicts are dealt with openly and constructively.

THE INSPIRATION CULTURE

The inspiration cultural pattern values self-determination, encourages individual initiative, and shows concern for the total person including one’s freedom, growth and development. Members of this culture are inspired to achieve because they truly believe in, and trust an organization that is concerned about people as individuals, and who treats them with dignity and respect.

This culture also demonstrates social responsibility by demonstrating concern and support for all individuals, not just its members.

The inspiration culture is driven by ‘doing good’, or improving the human condition by making things better than they were before. This culture takes its social responsibility seriously. It attempts to build moral content into its purpose or mission.

It strives to be a model citizen. It is a culture of mercy and compassion. This translates into developing people, recognizing what people contribute, responding to family and community problems, and sourcing from disadvantaged groups.

THE ACHIEVEMENT CULTURE

The achievement cultural pattern values competition, being the best, striving for excellence, advancing and improving performance. This culture constantly strives to be at the leading edge.

This culture is held together by a commitment to winning. The long term aim is the achievement of measurable goals and targets.

This is highly productive culture is marked by hard work, drive, and discovery.

The achievement culture’s emphasis is to work against a standard of excellence. The standard may be related to past performance; an objective measure; the performance of others or even what anyone has ever done.

The achievement culture is guided by these qualities in attempting to become “best in class” and have a superior advantage over its competitors.

THE CONSISTENT CULTURE

The consistent cultural pattern values stability, predictability and order. It strives to consistently produce key results expected by its customers and stakeholders.

It monitors results versus plan in some detail, identifying deviations, and then planning and organizing to resolve these deviations.

The consistent culture strives for control. This is done through the examination of pertinent statistics and facts.

Critical data and information are carefully collected, thoroughly analyzed and systematically examined. No stone is left unturned, so to speak.

Leaders in the culture take a long time to gather and systematically analyze the facts.


Do you want to know more about developing an effective workplace culture? Resources are available at BusinessSummaries.com.