Priority Profiler
By isolating sets of two or four priorities “at the margin,” our Priority Profiler helps organizational leaders to gauge how closely the prioritization habits within the organization align - if at all - across departments and up and down the chain of command, as well as with the tried and true core priorities that pertain to all.
While there are a number of Priority Sets that we explore, a few of the more critical sets include:
· Getting it Right and Getting Along: Teamwork is critical in any organization, but at the margin when we put “getting along” over “getting it right” we end up with a country club environment in which fostering mutual agreement is more importantthan mission accomplishment.
· Power and Principle: The authority to make and enforce decisions is not rooted in a position or a title, it is rooted in the competence and character to deliver the right results.
· Self and Others: Mature human beings are autonomous. Yet it also seems to be true that the most effective organizations are those in which employees make the autonomous choice to subordinate their private interests to the greater good of the firm. The strength of loyalty as a great human quality exists here.
· Daily Operating Priorities: Order the urgent tasks of the day, how we allocate our time and resources to create sustained value with every decision we make, minute-by-minute, in “the heat of battle.”
· Leadership Priorities: Order how we allocate our time and resources among the various “stakeholders” in the business. These priorities are critical to create a habitual bonding process of the company’s culture (the way things get done in a company) to its core priorities.
· Behavioral Priorities: Order the quality of action we need to demonstrate to ourselves and others, and the habits which ensure that our efforts will align to the results we wish to achieve personally and professionally.
· Knowledge Priorities: Order how we allocate our time and resources to learn the various dimensions of the business of which we are a part. Knowing is NOT the same as Doing, BUT, knowledge of the reality of the situation is essential to competent, right action.