PSSI Assessment Newsletter Step 1Step 2Step 3Step 4Step 5Step 6Step 7Step 8Step 9Step 10Step 11Step 12Step 13Org Chart+The ability of the organization to effectively and efficiently process information in a manner that produces consistently high-quality decisionsOrg Chart+Strongly DisagreeDisagreeNeutralAgreeStrongly AgreeWe each have a clear understanding of our individual roles and responsibilities.We each have a clear understanding of each other’s roles and responsibilities.There is little overlap or redundancy between our roles and responsibilities.Taken together, our roles and responsibilities ensure oversight over all material areas of operation.Information flows smoothly and efficiently between individual members of the senior leadership team.Decisions are made at an appropriate level.We meet as a team appropriately and as necessary. We meet in sub-groups appropriately and as necessary.We fully execute at least 90 percent of all decisions made in meetings.Our meetings start on time, end on time, and consistently produce high-quality decisions.PreviousNextLateral ManagementThe ability of the decision-making groups (tori) to consistently make and implement high-quality team-based decisions for the good of the enterprise and not favoring any one function or any one styleLateral ManagementStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeWe make joint decisions with the best interests of the enterprise at heart.Enterprise-wide discussions are non-partisan.We take cabinet responsibility for, and fully support all joint decisions, including those we disagree with.We work closely with our internal customers to understand and meet their needs.We meet individually and in groups to proactively manage mutual needs and potential conflicts ahead of time.Postmortems and operational reviews are conducted in a positive manner and without ill will.We communicate joint decisions and implement them wholeheartedly and with positive endorsement.We don’t permit negative or disparaging communications regarding our colleagues.When issues or conflicts arise, we discuss them openly, honestly, and fully.When issues or conflicts arise, we resolve them in the best interest of the enterprise as a whole.PreviousNextCross-FunctionalityThe ability of the organization to work across functions and between silos, at all levels, in an organic, natural mannerCross-FunctionalityStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeWe share information easily and often.We encourage cross-functional information-sharing and discussion.Cross-functional information-sharing and discussion happen directly on a peer-to-peer level.We set up formal cross-functional teams as appropriate.Our cross-functional teams meet efficiently and effectively to consistently produce high-quality decisions.Decisions made by cross-functional teams are implemented.Potential issues and conflicts between functional areas are dealt with at a peer level without unnecessary escalation.We swiftly involve others when necessary to address emergencies and crises.There is minimal redundancy or duplication of information gathering and storage.Each functional area is appropriately consulted regarding other functional areas' major initiatives.PreviousNextAlignmentThe degree to which everyone in the organization: knows, understands, is committed to, and works effectively toward the organization’s common goalsAlignmentStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeWe are consistent in how we communicate our mission, vision and values. (Consistency) We are persistent in how we communicate our mission, vision and values. (Frequency) We have clear operational goals, and strategies and tactics that flow from those goals. We are consistent in how we communicate those goals, strategies and tactics. (Consistency) We are persistent in how we communicate those goals, strategies and tactics. (Frequency) Individuals know how their division, department, project, group or team contributes to the enterprise’s overall goals.Individuals know how their individual actions contribute to the enterprise’s tactics, strategies and goals.Senior leaders share a commonalty of vision for the enterprise as a whole. Division, department, project, group and team leaders work to bridge differences in understanding of the enterprise’s mission, vision, values and goals.When the goals, strategies or tactics of individual divisions, departments, projects, groups or teams appear contradictory or confusing, we discuss and (where possible) resolve these in an open and honest manner.PreviousNextEmpowermentThe ability of an organization to make, implement, monitor, and adjust high-quality decision-making at the appropriate level throughout the enterpriseEmpowermentStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeOur senior leadership team appropriately delegates responsibility.Our senior leadership team appropriately delegates authority.Our senior leadership team appropriately decentralizes responsibility.Our senior leadership team appropriately decentralizes authorityOur senior leadership team encourages and rewards initiative.Our senior leadership team encourages and rewards problem-solving.Our senior leadership team optimizes approval processes to facilitate lower level decision-making.Cross-functional teams are mandated to take appropriate actions following on their deliberations.Managers and employees are encouraged to build appropriate decision-making relationships with their peers in our organization.Our senior leadership team appropriately involves senior managers from outside the team in our discussions and decision-making.PreviousNextInnovationInnovation can be a product, service or process that is either new, or substantively more effective or efficient, and which meets a need (whether articulated or not) while adding value to the organization as a whole.InnovationStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeWe encourage innovative thinking.We reward innovative thinking.We train key employees in how to innovate.We hire key individuals who have a demonstrated track record in innovation.We implement innovative solutions appropriately.We use the VOPS model to ensure innovation has a balanced place in all important decision-making.We conduct visits to other organizations to learn innovative best practices.We invite outsiders with differing perspectives to visit and share with us, to prompt innovative thinking.We use rotation and job-sharing to deploy people in different parts of the organization to bring ‘fresh eyes’ to bear.We solicit and act upon innovative suggestions from all parts of the organization, including the front line.PreviousNextKey TransitionsIn the context of Predictable Success, ‘Key Transitions’ are any: substantial changes in the organization’s current attitudes, behaviors, cultural norms, and skills, caused by non-trivial, enterprise-wide changes anticipated in the short- to medium-term.Key TransitionsStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeWe regularly assess our current business stage and set our organizational priorities accordingly in order to resist drift and maintain Predictable Success.We have a process for identifying and responding quickly to non-trivial political changes.We have a process for identifying and responding quickly to non-trivial economic changes.We have a process for identifying and responding quickly to non-trivial socio-cultural changes.We have a process for identifying and responding quickly to non-trivial technological advances.We have a process for identifying and responding quickly to non-trivial legal changes.We have a process for identifying and responding quickly to non-trivial environmental changes.We rigorously analyze our organization’s strengths, weaknesses, opportunities and threats.We have an active 'next man up' program that provides training, career pathing, coaching, and mentoring to ensure continuity for all key positions.We have a documented succession plan for our MSE (Most Senior Executive) that ensures a healthy VOPS balance on our Senior Leadership Team.PreviousNextHiringThe ability of the organization to maintain a pipeline of high-quality candidates and fill open positions without disruption to day-to-day activitiesHiringStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeWe train our managers to hire effectively.We look for the best candidate for each major position, not over-emphasizing either ‘home-grown talent’ or external hires.We source new hires aggressively, looking for high performers in other organizations not necessarily already on the job market.We seek out individuals who will bring new perspectives to the organization.We use panel interviewing techniques.We include internal customers, potential direct reports and potential peers in the interviewing panels.We use behaviorally-based questioning as a core interviewing process.We clearly identify the ‘must-have’s and ‘must-do’s for every major position.For key roles we consider the need for all or some of innovation, initiative, creativity and controlled risk-taking, in addition to key functional skills.When designing hiring specifications, we ensure a full VOPS perspective, so as to minimize ‘style cloning’ in functional areas.PreviousNextPerformance AssessmentThe ability of the organization to analyze and understand why their people both succeed and fail, codify both and remedy the latterPerformance AssessmentStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeThe performance assessment process is viewed by managers and employees as a relevant, helpful and vibrant process.Managers are specifically trained on how to deliver effective performance assessments.The performance assessment process is a two-way dialog, with the employee under review deeply involved in all stages of the process.The performance assessment documentation and information gathering is not unduly cumbersome.The performance assessment process is equally focussed on understanding, celebrating and multiplying success as it is with underperformance or failure.The performance review is conducted in a positive, open manner.The outputs from the performance assessment process are developmentally-focussed.The reviewing manager stays involved after the performance review as an accountability partner, assuring successful follow through on agreed development activities.Post-review development activities are two-way: Activities to help the employee develop personally are supplemented by activities whereby the employee (if appropriate) can help others replicate past success through, for example, peer coaching and mentoring.The performance assessment process remains relatively consistent from year to year, allowing the employee under review to track medium- and long-term progress.PreviousNextDeploymentThe ability of the organization to build a highly flexible workforce able to move between key roles within the organizationDeploymentStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeWe encourage cross-functional career moves (ie we move people ‘across’ the organization, not just ‘up or sideways’).We encourage job swaps.We promote sabbaticals as a way to revitalize individuals who have been in one position, or at one level for a long time.We use fixed-term postings in key roles.We encourage high performers to move to other parts of the organization.The performance review process includes an assessment of where else in the organization a high performer may be an asset.Senior managers are encouraged to scout for talent outside their own departments.Internal recruitment is vibrant and widespread.We place key personnel in short-term postings with key members of our supply chain.Peer coaching and mentoring is cross-functional, encouraging employees at the same level to gain an insight into departments and divisions other than their own.PreviousNextMentoring & CoachingThe ability of the organization to develop employees and codify and transmit institutionalized knowledge through one-on-one interactionsMentoring & CoachingStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeThere is a culture of mentoring and coaching others.We provide both coaching (specific skills development) and mentoring (personal, attitudinal and cultural development. Coaching happens formally through structured programs.Mentoring happens formally through structured programs.Coaching happens informally through personal desire.Mentoring happens informally through personal desire.Mentors and coaches are recognized and appropriately celebrated.Peer coaching is used at all levels as a developmental tool.Mentoring takes place in a risk-free environment, by individuals not directly in the line of management of the mentee.We use external mentors with senior executives to assist in the development of different perspectives.PreviousNextTrainingThe ability of the organization to effectively and efficiently equip its employees with the knowledge and skills they need to achieve productivity and cultural fitTrainingStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeTraining is closely aligned to the organization’s overall goals.Training program design involves end users and internal customers, not just the training and/or HR departments.The success of training programs is assessed by end users and internal customers, not just the training and/ or HR departments.We use true impact analysis to assess the success of training activities, not just ‘happy sheets’ or informal feedback.The training offering is regularly reviewed by end users and internal customers for relevance.The training offering is closely aligned with recurring developmental needs generated through the performance assessment process.Training content addresses the ‘why’, and not just the ‘what’, so that participants come away knowing why what they have learned is important.The training content and process are congruent with, supports and develops the organization’s mission, vision and values.C-level executives regularly contribute to training activities.We supplement our internal training with world-class external resources such as B-School Executive Education programs.PreviousNextOwnership & Self-AccountabilityThe degree to which everyone in the organization understands and takes personal responsibility for their contribution to achieving the organization’s common goals Ownership & Self-AccountabilityStrongly DisagreeDisagreeNeutralAgreeStrongly AgreeIndividual success and personal achievement are celebrated and rewarded.Individuals take personal responsibility for delivering a high level of individual performance.Individuals take personal responsibility for contributing to a high level of performance by their division, department, project, group or team.Individuals are self-managing, holding themselves accountable to deliver on their responsibilities.Teams are self-managing, holding themselves accountable to deliver on their delegated mandates.Individuals improve on systems and processes in ways that enable higher performance. Best practices for individual success and high performance are shared throughout the organization.Performance assessment analyzes success and high performance, and failure and underperformance equally.Individuals engage in informal peer mentoring and coaching. Mistakes, errors, bad news and poor results are shared early and discussed without fear of retribution. Previous Submit Form