Managing behaviors of game changer and top achiever
Category : BLOG
Behaviors are critical in shaping culture, According to WorldatWork focus on behaviors in organisations has increased almost from nothing to 51% in the last 10 years.
What has changed?
Those who go above and beyond typically fall within the top achievers category. These are the employees who are known to be hardworking, target driven and produce tangible results, year on year this pool of talent traditionally have enjoyed guaranteed higher bonuses and best company perks.
However, key annual performance indicators these days are not limited to financials, organizational culture and internal brand strength also have worth. Tied to this argument is that customers now call for privileges, personal experience and better value.
Therefore, there is more pressure on companies to create new methods, products and technologies in order to deliver value faster. Innovation is a central theme in making this happen, consequently companies increase their efforts towards building the right organisational culture to promote innovation and future growth.
Why do this?
To continually meet customer demands, organisational trends evolve from productivity to innovation conversations in boardrooms. The 2015 Global Innovation 1000 report by PwC shows a significant increase in innovation programs.
This new trajectory requires a conducive environment. People must be encouraged to be creative and supported through their explorations. As stated in the Forbes’s article ‘innovation is the only true way to create value’ – innovation is never about one event, but a process of discovery, engineering and transformation.
Motivating people for specific behaviors is a great way of encouraging a desired culture that correlates to building positive customer experiences.
As new ideas go through a life cycle, from concept to development and ultimately execution, leaders are acknowledging the unique capabilities that both sides (top achiever and game changer) bring to the table. So diversity is embraced through bringing creative and target driven people together.
How to make it happen
- Foster an innovation culture. For instance, Google has creative workspaces and provide time off for their staff, getting game changers and top achievers in a room to produce magic.
- Equally value and reward lucrative ideas in the same manner or even better than you do for performance achievements. If people have to spend time exploring, crafting and testing new solutions or products, they will continue doing so if they are not penalized for non-achievement at the time of annual performance reviews when bonuses are paid. Innovation solutions may not bring fruition and tangible results within a financial year. For instance, in South Africa, companies such as First National Bank lead innovation through recognizing people for top ideas that have filtered through to incubation.
- Build corporate innovation capability to ensure that the ecosystem enables continuous creativity and organisational alignment. For example, companies should watch out for communicating mixed messages, if organisational imperatives emphasize compliance and yet on a day to day leaders preach that employees should find and apply creative ways when solving problems, these are conflicting agendas that could be confusing and discouraging for employees. Companies such as Disney have managed to convey concise messages in their customer service philosophy about organisational behavior expectations.
At the end of the day, employee behaviors shape a successful organisational culture.