The thematic, which is our driving force at Schuitema, may be summarised through four kinds of key interactions: care; means; ability, accountability. To the extent that these key interactions becomes the way management deals with the daily performance issues, they shape a process that leads to certain, predictable results. This is a “elevator speech” example of an answer to “so what is the result of my using care and growth leadership principles?” The diagram below is a very brief synopsis of such results and the answer to the question above:
| Issue |
Action |
Effect |
| Care |
- Genuine interest in and knowing people as individual persons.
- Understand their work, and therefore the issues helping and preventing them from being successful.
- Relate to the individual.
|
- Engagement
- Loyalty
- Trust: to delegate
- Commitment
- Starts caring for other
|
| Means |
- Deliver on time, to standard (Leader)
- Determine what is needed based on the understanding of the situation: seeing it as it is.
- First diagnostic: what must be available and in place for a person to be successful.
|
- Deliver on time, to standard – one system (Subordinate)
- Allocating the appropriate resources, tools etc. where it is needed: good business practises.
- Optimise performance
|
| Ability |
- Person’s intention to be successful through giving their best.
- Have what it takes to demonstrate mastery of the work.
- 2nd diagnostic: does the person have the know-how and ability to master the job?
|
- The job is the means to grow people
- Empowerment: evidence of success, or need for growth.
- Hunger for knowledge/training.
- Appropriate coaching and training designed to help person master their work.
|
| Accountability |
- Track performance, decide appropriate action.
- Avoid hard and soft mistakes .
|
- Measure progress/results.
- Optimized supervisory and managerial behaviour.
|
