Critical Alignment Model for High Performance & Leadership Innovation. This framework is the four dimensions of experience we will find in any situation or context. It can be in personal life or business. IT INCLUDES 4 different elements. Environment The qualitative aspects of the situation, including as an example - the vision, the values, the beliefs, the purpose of the context we’re within. Structure The quantitative aspects of the situation, including the benchmarks for success, the divisions of a company or within a team, the product centres, the operations manuals, the checklists, the policies, the procedures, and the lead measures and the lag measures. Implementation What actually occurs, when it occurs, how often it occurs, who does it, when, and how do they demonstrate they’ve done it, what evidence is there it’s done, and who tracks it, how often, and how. People Who is developed, what are they developed in (what areas), what skills do they have, how are those skills assessed and developed, what scope is there to go beyond their current abilities or skills, or often are they mentored, what’s expected of them within the mentoring, whether it’s formal or informal Each of these dimensions has other forces at play, but these are the main areas we would consider when assessing and improving a team, an organisation or any context we find ourselves within. Alexandra Leadership & Performance Coach, Mentor Fort more information contact me on: alex@thementoringeffect.com
Critical Alignment Model for High Performance & Leadership Innovation.
This framework is the four dimensions of experience we will find in any situation or context. It can be in personal life or business.
IT INCLUDES 4 different elements.
Environment
The qualitative aspects of the situation, including as an example - the vision, the values, the beliefs, the purpose of the context we’re within.
Structure
The quantitative aspects of the situation, including the benchmarks for success, the divisions of a company or within a team, the product centres, the operations manuals, the checklists, the policies, the procedures, and the lead measures and the lag measures.
Implementation
What actually occurs, when it occurs, how often it occurs, who does it, when, and how do they demonstrate they’ve done it, what evidence is there it’s done, and who tracks it, how often, and how.
People
Who is developed, what are they developed in (what areas), what skills do they have, how are those skills assessed and developed, what scope is there to go beyond their current abilities or skills, or often are they mentored, what’s expected of them within the mentoring, whether it’s formal or informal
Each of these dimensions has other forces at play, but these are the main areas we would consider when assessing and improving a team, an organisation or any context we find ourselves within.
Alexandra
Leadership & Performance Coach, Mentor
Fort more information contact me on: