PRISM advisors

It all begins and ends with TRUST. Does your organization or team struggle with vulnerability? Who doesn't? Understanding one another does not mean always agreeing, it does mean listening and seeking to understand. Trust must be intentionally pursued. Start by contacting PRISM advisors to learn about our team and organization development programs. Help your team finish 2024 strong! #fivebehaviors #strengths #trust

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Systems. This week we will focus on the second system type: Development systems. Specifically, orientation, training, and development systems. Orientation systems are the process of integrating employees into their work group and the larger organization through carefully planned education and training. Training and development systems are the training, education, and development opportunities and programs provided for employees to improve their skills and knowledge in technical, social, leadership, and business areas. A performance culture asks, “how much energy can mobilize?” A growth culture asks, “how much energy can we liberate?” The answer is infinite. PRISM advisors’ approach to development is a strengths-based methodology supported with a technology platform. One-time learning (an event) can produce hit or miss results in development. On-going learning (a process) allows for change to occur through the learning and development of new behaviors. For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/gHdRg-HZ #e2grow #training #orientation #systems #development #coordination #performance #goals #team #performance #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Systems. This week we will focus on the Coordination system type again. Specifically, decision-making authority and process which is the hierarchy of what decisions are made, who makes them, and how those decisions are made in the organization We divide these decisions into two categories: Command decisions and Consultative decisions. Command decisions are made by a single individual, either a team member or a manager. This type of decision making is appropriate when a situation requires immediate action, and the individual is the designated expert or had the appropriate knowledge. Consultative decisions are made by an informed group of two or three people. One person or a group may have primary responsibility for this decision but seeks input from subject matter experts or support from others impacted by the decision. How does your organization address decision-making? Is knowledge on who makes decisions clear or ambiguous? Engagement within organizations begins with setting clear expectations and providing role clarity. Research by Gallup reveals that 50% of employees do not know exactly what is expected of them at work. When surveyed 2 in 6 strongly agree that their job is important for the mission of the organization. Learning the skills necessary in having clear expectations as a leader within your organization will lead to productivity increases as clarity drives purpose. Do you know what a successful expectations conversation looks like? For more information about how PRISM advisors can help you and your organization set clear expectations and drive productivity visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #systems #decisionmaking #expectations #development #coordination #performance #goals #team #performance #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the Transformation Model, this week’s post is about Systems. Systems are the formal and informal mechanisms through which the organization coordinates work practices and develops employees. This week, we will focus on one type of system in particular: Communication and Information-sharing systems. This system is the information-sharing and feedback process which communicates business, organization, and performance information to and from members of the organization or team. Business information is the current information about the business environment, business strategy, key business results, the supplier performance, and customers. Organization information is knowledge of new management directives or directions, new policies and procedures, who is achieving what, who you are interdependent with, and how your work fits with other teams or parts of the larger organization. Performance information is the data which individuals, teams, and business units need to accomplish their work, track their progress, and know how they are doing. This includes feedback on key results areas and how individuals, teams, and departments are doing in meeting their goals. In the Harvard Business Review article titled, “Reducing Information Overload in Your Organization” the critical process of communicating and information sharing within an organization is discussed. The article cites a recent Garner survey of 1000 employees and managers. Their survey determined that 38% of employees say they receive an “excessive” volume of communications at their organizations. The same survey found that nearly 27% of employees report feeling at least somewhat overloaded by information. Think about how you both share and receive information in your organization. What information is critical to share? Who needs information and how will having it make a difference in their performance? For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #systems #development #coordination #performance #goals #team #performance #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Systems. Systems are the formal and informal mechanisms through which the organization coordinates work practices and develops employees. There are many systems involved in a business and in teams. Some include systems that organize and direct the organization or team, standardize key organization wide practices, bring order and consistency to how work is performed, provide a framework for growth, development, and progression of employees within the organization, and integrate units, practices, and people. Systems can be divided into two types: Coordination Systems and Development systems. Coordination systems regulate how work, information, authority, and performance are coordinated and controlled through the organization. Development systems outline the process by which employees are trained, evaluated, promoted, and rewarded within the organization. How does your organization identify the Coordination and Development systems you use? We will continue our deep dive into the Transformation Model with next week’s post on Systems. For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #systems #development #coordination #goals #team #performance #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Results. This week we have an article from @Harvard Business Review, “Successful Change Programs Begin with Results”. You can find the article attached to this post below. One of the key parts of this article is the “Comparing Improvement Efforts” section. It looks at differences between Activity-Centered Programs and Results-Driven Programs. The “Results-Driven Transformation” section also helps us understand Results by giving examples of results-driven actions taken by companies. The example used in the article leads to the identifying of four key benefits of a results-driven approach. We will continue our deep dive on Results next week. Stay Tuned! For more information about how PRISM advisors can help you manage change visit our LinkedIn page @PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #results #goals #team #performance #business #leaders #organization #strengths #weaknesses #hbr #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Results. In the context of a cohesive team, results are the collective goals; they are not limited to financial measures but are more broadly related to expectations and outcome-based performance. Key Results are performance measures which indicate a team’s level of achievement in areas critical to its success. These vary by team, industry, type of business and marketplace demands. The focused areas include but are not limited to profitability, quality of product and services, customer satisfaction, and internal operations of the company/team. One of the first steps is to identify key results areas for your team. How do you define Results? We will continue our deep dive on Results next week. Stay Tuned! For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #results #goals #team #performance #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Culture. In their article titled, Culture Boost: Combining CliftonStrengths and Engagement, "Gallup’s research clearly shows a powerful connection between strengths, engagement and business outcomes." To get the results your organization needs consider building individual awareness by learning your organization's Gallup CliftonStrengths. This assessment in combination with a culture/job satisfaction survey can provide leaders with valuable insights. If you want to change your culture start by asking questions that allow you to better understand the beliefs present in your culture and will allow you to align the experiences, you are creating with the needs of your team members. What beliefs are present in your culture? This concludes our deep dive on Culture. Next week we will talk about Results. Stay tuned! For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #culture #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Culture. Culture is not easy to change; you can influence it, but it does not lend itself to quick fixes or wholesale replacement. In assessing the organization’s culture, we hope to learn more about how people think, and how and why they act as they do on a daily basis. “Distinctive organizational competencies—habits, skills, and commitments—often lie deeply imbedded in the culture of an organization. Effective change efforts should build on the strengths of the current culture without destroying those competencies critical to success.” -Preston C Pond (The Center for Organizational Design, inc.) How can an organization learn about it’s the culture? What indicators, information or inputs should you seek? We will continue our deep dive on Culture next week. Stay Tuned! For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #culture #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel