SECRET SAUCE

After twenty years of working with clients, we have found that successful organization solutions are based on structural solutions integrated with an effective approach to people. Verity View’s secret sauce is a practical way to implement this combination.

People perform better from positions of strength. Teams who are operating from positions of mutual strength are much more successful. And, it is futile and frustrating to “train” people into ill fitting roles to create better performance. Aligning the best of who you’ve got is far more effective that trying to make people what they’re not. So the success of a new strategy, system, skill/ competency or structure is more about aligning the right people in the right place with the right activities and skills (to add the greatest value) than it is about implementing the “solution”.

We have developed a simple Verity View model with four work styles that classify an individual’s world view and describe how they operate in the world. The Verity View model integrates a range of attributes from behavioral theories to provide a quick, intuitive approach to identifying the basic work style and probable motivations.

WORK STYLES ™



These work styles provide a framework for discussing individual skills and abilities. They also provide a foundation to discuss how balancing work styles can increase team effectiveness or the productivity of a new structural solution. To understand how the work styles function at work, we must first think about the work cycle (how activities flow). Each work style has aptitudes that are required to accomplish one of the four steps in a typical workflow:
  1. determine a need,
  2. commit to resolving the need,
  3. develop a plan for execution and
  4. deliver results.
WORK CYCLES ™



The integration of Work Cycles™ and Work Styles™ allows us to identify the driving style behind any specific work action. It is important that the tools are applicable at the individual activity level, because this is the building block of other structural approaches to organization improvement, such as reengineering, six sigma, organization restructuring, systems solutions and job design. The following table shows the Work Style of the 40 generic management actions.



Combining work cycles and work styles, we can identify an individual’s effectiveness with the range of actions that are currently in their work role. If an individual manager has a SEE-DO work style and a BE-SEE role (see below), they probably have issues with the BE tasks of their job, excel at the SEE actions and continually over-manage their staff on the DO actions (that they crave to do themselves).



Organization Integration and Application

Your organization is built on providing key high value activities to your customers. Verity View™ identifies the key activities and measures the effectiveness of the rest of your organization -- showing how well each component directly supports the delivery of services.
  • Do individuals have the right skills, roles and aptitude to deliver key activities?
  • Are the right people in the wrong place?
  • How do you improve alignment between service centers and customers?
  • Are low-value activities taking time and resources away from high-value activities?
  • What does it really cost to deliver the high-value activities to customers?
  • Do teams have the right balance of skills and strengths to deliver the value-added activities?
  • Do your systems and technologies improve the service and efficiency of delivering key activities?
  • Are strategic programs really improving the volume, quality or cost of your key activities?
  • Do the Style & Cycles of a merger / integration match your culture, departments and teams?
Verity View answers these critical questions by providing staff insight and performance measures of which activities, systems and skills dominate the work. Based on staff surveys, activity analysis and available system information, the approach can quickly quantify and map the alignment of key activities to the staff, teams, systems and processes. Such that a performance symptom in one area can quickly lead back to the root causes in other components.



Implementing Verity View

Most organizations have a number of opportunities where Verity View can be applied with projects, products and programs that have gone off-track. The best way to implement Verity View is to apply it to solve a current problem or change program. With top management support, the approach can be rapidly disseminated on a team-by-team, project-by-project or process-by-process approach.

We have developed a four step approach to implementation that:
  1. Assessing activity and individual capabilities – identifying individual work styles and activities of all individuals in the effected organization or team. The assessment utilizes both proprietary assessment tools and informal techniques.
  2. Aligning jobs and teams - matching role requirements and activities to those that best fit the required work style, skills and strengths
  3. Building on strengths – focusing on strengths, development plans and new solutions for using the strengths for the advantage of the unit or team
  4. Monitoring organizational improvements – ongoing activity analysis of how staff and teams manage the new work to add value and meet operational goals
Identifies time and cost of all activities across any selected groupings. Provides a broad range of staff, team and department productivity opportunities and best practices
Identifies Capability Gaps and Re-Alignment Requirements for Improved Team Performance. Work Styles are automatically linked to Job Roles, Work Cycle and Activities in your Organization.
Aligning Skills, Training and Recruiting for Improved Performance and Retention
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