Have your parameters for identifying a high-performing or
successful organization changed over the course? Why or why not?
My original idea for professional success included the meeting of
goals, whether small or large. This idea was actually solidified
throughout the course because TransGlobal had very clear SES goals
the acquisition of Company A, Company B or both was essentiallu
based off of what it would take to align these organizations with
these goals. How far off were they? Were they capable, both
resource and finance wise, to achieve said goals? TransGlobal was
not only financially positive, but received great customer feedback,
was able to maintain an 80% customer retention rate, focused on
employees and focused on producing aircraft that was was better for
the environment. Goals are everything. These were not only financial
but could appeal to customers and employees values as well. Given
the ins and outs of each of our assignments and how they were
centered around goals, I certainly stand by my original thought
process of goal setting and achieving being conducive of a successful
organization.
As a leader, what are some performance factors and future trends
you will consider for developing a high-performing team and
organization?
One major performance factor I'll keep in mind going forward is that
of putting my money where my mouth is. For instance, Company B's
new president was described as someone who empowered employee
creativity and was a visionary; however, that same president
partnered with a software firm by temporarily reducing employee
salaries in order to fund the partnership. That kind of behavior, to
me, isn't the way to successfully develop a high performing team or
organization. While there will always be expenses paired with
initiatives, they should be carefully calculated. I do plan on focusing
on values on objectives outside of finances in order to illustrate how
invested both myself (and my potential company) are in terms of
employee values, customer values and the planet.
