OrgHealth Ascent Assessment for Individuals
Talent Magnetism
Leadership Accountability
What does this mean?
Here’s what you are likely experiencing on your team based on what you’ve reported.
High: Talent Magnetism
- Your hiring process likely goes more quickly than your competitors, with a greater chance of “right-first-time” hires.
- Your company is less likely to have to over-pay good people to join.
- Something about your company is drawing people to want to work there right now. (It would be important to get clear about what that “something” is.)
Medium: Collaborative Culture and Strategic Momentum
- While Collaborative Culture may not appear to be the most pressing area of concern, it is the centre of all organizational health, so every other area is either compromised or elevated by it. Consider how raising Collaborative Culture would affect your lowest rating area, as well as your highest.
- If more focus was given towards clearly communicating key priorities and strategic anchors, and celebrating the achievement of goals in meaningful ways, the pace of progress would improve.
Low: Leadership Accountability
- Inter-team relationships may be strained and either erupt “suddenly” in strong division or emerge slowly in false harmony, bullies taking over, alliances being formed, and politics compromising the entire organization’s effectiveness.
- There is a higher risk of turnover in high performing managers and workforce due to frustrations with company leadership.
- Lack of responsiveness to issues or ideas raised to the leadership team cascades down and silences all levels of the organization.
- Decisions made at the top are made without accurate information about the departments that will be working towards the goals and upholding new processes, decreasing chances of successful implementation with the desired results.
Action Step
Here's what you can do.
We would recommend reading through all the suggestions below and choosing either one or two to build an action plan around.
Build trust.
To be truly effective, leaders need the trust of the people they lead. A high level of trust in our organization pays off with a commitment to continuous improvement, adaptability during change, collaborative teamwork, people who are motivated to high productivity and engagement, and a great reputation that attracts even more outstanding talent. But trust isn’t just handed out to us with the job title and we can’t just assume that it will appear spontaneously on its own. We have do the actions to build it, moment by moment, day by day.
Leave your ego at the door.
If we do not win together, we do not win at all—an organization relying on singular “heroes” is in danger.
Embrace vulnerability as a strength.
People need permission to make mistakes… and the accountability to learn from them. If we want innovation and creativity from our teams, it’s imperative that our people are willing to take risks. But this must be modelled by the leaders. When we make it evident that we are less than perfect—that we are willing to make mistakes, and own them, and be intentional about learning and growing from them—the people watching us are far more likely to be willing to admit when they make mistakes and to be accountable for them. Knowing that we recognize and embrace the possibility of failure for ourselves, we empower others to be comfortable taking calculated risks and looking for better ways to do everything.
Share our own process of growth, discovery, and challenge.
The static leader inspires no long-term loyalty. People need to see you growing to be confident in continuing to trust you to lead them. No leader has “arrived”, but people are not looking for those who are perfect, just for those who are competent, honest, and truly improving in the areas that matter.
How can our team help you succeed?
We would love to help you tackle your goals and see the change you know is needed. Let's get the conversation started!