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July 10, 2017 // 0 Comments

Want A Great Culture? Make Your Values Actionable – Part 4

Want a Great Culture-Part 4

The final posting of our series on how to make your values actionable is about rating performance. Most companies rate performance based on pre-determined criteria by their HR department. While the effectiveness of this practice can be debated; it isn’t typically connected to your company’s values. So how do we bridge the gap between rating individual performance and adherence to values? It’s time to examine a new tool you may not be familiar with.

We run our organization with something called the Entrepreneurial Operating System® or EOS for short. EOS’s creator, a guy named Gino Wickman, came up with a clever way to rate performance based on alignment with values. He has encapsulated this practice into a tool called the People Analyzer.

EOS Flow Chart

As you can see in the example we have rows which account for our team members and columns that represent each of our 6 core values. At the intersection of a team member and each of our values we give a rating:

  • “+” – (Green) The individual always lives the value in every action they take
  • “+/-“ – (Yellow) They sometimes live the value and sometime don’t
  • “-“ – (Red) Someone isn’t living a particular value and this needs immediate remediation

Fine Tuning

After using the People Analyzer for over 5 years we have made some modifications to it. For example we have added the following symbols:

  • ↑ – We see someone’s behavior trending in the right direction, but still not quite enough to move them up
  • ↓ – We see their behavior moving in the wrong direction, but not enough yet to move them to “+/-“ or “-“

How We Use The People Analyzer

Once a quarter my leadership team and I meet somewhere in the world to hold our quarterly strategy session. During the morning of our session we always analyze our people. We open our Excel spreadsheet and look at each team member one-by-one. We ask relevant questions to try and assess how they are doing with each of our core values. If we find any “-“ ratings then we make it a point to follow-up with the team member who is deficient and try and help them improve.

For example, we recently had a team member Nicole who seemed deficient in the “Have fun” value. Turns out she was overworked and getting stressed out due to the load. After talking with her we hired an additional team member to transition some work off Nicole’s plate. Now that time has passed she is back to having fun and no longer as stressed out.

How could you use the concept of the People Analyzer with your team?

Brian Rabon, CST, PMP

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