Do you have moxie? In our current financial climate, moxie may be just the leverage you need to make a difference in your organization's performance and in your career. Jim Hill, CPT, EdD, joins us this month to help us leverage our Moxie Coefficient. Jim, firstname.lastname@example.org, is CEO of Proofpoint Systems, an organizational performance diagnostic software provider, past president of ISPI, and consistent innovative contributor to performance improvement. He adds the very timely Moxie Coefficient tool to the TrendSpotters Open Toolkit (TOT).
The field of human and organization performance lacks standardized and proven mathematical formulas that researchers can use to build studies and experiments and through which practitioners can increase the likelihood of developing and implementing effective solutions.
As part of the fallout from recent business scandals and the heightened emphasis on accurate representation of corporate information, business leaders will demand the truth from their performance consultants and expect to see solid evidence of results achieved and promises honored. Our profession will shift from its human performance technology (HPT) focus to a business performance technology (BPT) focus. The HPT brand will remain, but our mindset will be increasingly business-centric, as we work to improve the performance of the business, not just the performance of the workers. HPT leaders will take on greater roles in the businesses where they work as they realize that to effect real change, they must operate in lines of business rather than in staff support functions.
When a company is flush with money and revenue is pouring in, it's easy to accept—or at least overlook—these comments. We want people to like us. That's not a bad thing. But often it gets in the way of the end results required for organizational health. Also, in a kind of a locker room approach, people often associate organizational power to the size of one's resources. The more money and headcount managers have, reasoning goes, the more important they must be.
In Silicon Valley, every organizational leader is looking for an advantage. Each looks for a way to make his or her company more agile, flatter, and less reliant on strict hierarchy and structure. Agility and flatness require innovative ways to improve the process of getting the right messages to employees about organizational direction and the actions that will lead to success. In a place where technology is obsolete 18 months after it is a revelation, and where your greatest innovators may be out of college all of three years, smart leaders know that they need effective methods of connecting with their people. There are many reasons why, but three come to mind immediately: The business moves fast; employees have a low tolerance for BS; failing to stay attuned to reasons 1 and 2 is costly. Moving more slowly than the competition is deadly. Not providing direction, guidance, feedback— and freedom—to employees drives them to seek it elsewhere.