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Please rate the following Cultural Imperatives by giving a score that best represents your organization’s current culture in the following areas.  

Rating Scale – Relative Strength or Weakness in Culture:

  1. 1 Great Weakness
  2. 2 Weakness
  3. 3 Slight Weakness
  4. 4 Neutral
  5. 5 Slight Strength
  6. 6 Strength
  7. 7 Great Strength

Managing from a Future Perspective – “Future Focus”

The extent to which the organization’s leadership creates confidence about the future of the business.  There is a strong sense of mission and purpose, with clearly stated goals and values, which are communicated and understood by all.

Weakness
Day-to-day operations are focused on short-term results and not connected to the vision, mission or strategies of the business. Work priorities maybe short-term and budget driven. Discussions and communications are predominately tactical in nature and focused on unit or departmental level goals. There may be a level of uncertainty about the future throughout the majority of the business.

Neutral
This aspect of culture is not a clear strength, nor a noticeable problem in the business. Inconsistency in the presence or demonstration of this cultural attribute.

Strength
Employees and departments connect their day-to-day work with the greater vision, mission and strategies of the business. There is a high level of energy and excitement about what “could be” in the business’s future. Leaders have a healthy balance of pursuing long-term aspirations with achieving necessary short-term objectives and targets. There is a sense of urgency and commitment in pursuit of the future vision and goals of the organization.

Connection to Brand, Customer and Marketplace - “Customer Focus”

The extent to which the organization is guided by informed connection to the brand promise, customer value proposition, customer/consumer insights and competitive marketplace.

Weakness
Limited connection between the decisions, actions and behaviors in the organization to the brand, customers, or competitive marketplace. Organization is inwardly focused, limited data considered from the outside, and focused heavily on internal operations within divisions, functions and departments.

Neutral
This aspect of culture is not a clear strength, nor a noticeable problem in the business. Inconsistency in the presence or demonstration of this cultural attribute.

Strength
Strong connection and awareness of how decisions, actions and behaviors impact brand, customers and competitiveness. Organization is more outside-in focused with cross functional collaboration in order to deliver customer value, grow market share, build brand loyalty with a spirit to win in the market place.

Failures, Recovery & Positive Learning – “Learning”

The extent to which the organization appropriately recognizes, recovers from and learns from business failures, organizational breakdowns, employee mistakes or other unexpected and undesired events in the organization. Trail and error is an accepted part of testing, experimenting, and adapting to learnings

Weakness
Failures hidden for fear of being blamed or judged. Lack of a solutions orientation in response to problems. Colleagues are critical and judging of others, often distancing themselves from problems. Tendency is to reward quick fixes, work-arounds and good fire fighting, rather than solve constructively at root cause level.

Neutral
This aspect of culture is not a clear strength, nor a noticeable problem in the business. Inconsistency in the presence or demonstration of this cultural attribute.

Strength
Failures rapidly identified and constructively resolved at a root cause level. Breakdowns generate solutions thinking, root cause exploration, cross-functional support, and positive learning. Colleagues are supportive and aid in seeking options and solutions. Best practices and learnings are proactively debriefed and shared in the spirit of minimizing future risk and improving the business’s success.

Challenge, Question and Innovate – “Ideation”

The Extent to which the organization encourages employees to be proactive, innovative and challenge the status quo. Organization embraces challenges, questions and suggestions for improving performance, changing past practices, and implementing best practices.

Weakness
Presence of a “Don’t make waves” mindset. Unwilling or slow to make difficult choices and changes. Little appetite for change and risk taking.

Complacency around performance and the status quo as the acceptable “norm”.

Traditional ways, or “the way we have always done things here” mindset prevails.

Neutral
This aspect of culture is not a clear strength, nor a noticeable problem in the business. Inconsistency in the presence or demonstration of this cultural attribute.

Strength
Individuals encouraged to challenge, question and be involved in healthy discourse. Committed to finding better ways and willing to assume risks. Performance standards are consistently raised and challenging to the status quo. Change agents are supported and respected. Complacency is discouraged and in many cases proactively addressed or managed.

One Team Collaboration – “Connectivity”

The extent to which departments within the organization are encouraged to operate in a connected, collaborative and coordinated fashion. The access and flow of information, ideas, resources across the organization results in a stronger company than just the sum of its’ parts. 

Weakness
Individuals, groups, departments or divisions operate in a highly independent and autonomous fashion. Organizations are silo’d and mostly unaware of the plans, priorities, practices, capabilities and operations of other departments. Internal competitiveness with finger pointing or blaming may be present between groups or departments. Limited sharing of information, resources or ideas across the organization.

Neutral
This aspect of culture is not a clear strength, nor a noticeable problem in the business. Inconsistency in the presence or demonstration of this cultural attribute.

Strength
Genuine synergy exists across divisions, regions, departments and groups.

Information is shared openly and cooperatively. The emphasis is not on functional or departmental results, but the contributions to the larger organization. Groups understand and leverage interdependencies and are highly co-operative. There is a flexible and responsive company infrastructure. There is effective collaboration when solving business challenges.

Straight Talk – “Candor”

The extent to which the organization encourages people to dialogue around differences with confidence that they can be worked-out to a positive and constructive end.  

Weakness
The real “issues” are not discussed in public settings. A mindset and tendency to “shoot the messenger” prevails. Talking behind other’s back or getting things done around people or departments may occur. Difficult conversations are avoided, “sugar coated” or delayed, building into unhealthy conflicts, defensive behavior or business performance issues.

Neutral
This aspect of culture is not a clear strength, nor a noticeable problem in the business. Inconsistency in the presence or demonstration of this cultural attribute.

Strength
Open, honest and timely communication prevails. Regardless of discomfort or tension, crucial conversations occur to progress business results, smooth operational difficulties and to build healthy relationships. Conversations are objective and do not become overly emotional, personal or defensive.

Power, Control and Transparency– “Empowerment”

The extent to which the organization informs, involves and empowers employees versus establishing bureaucracy through controls, policy, structure and management to oversee and control work and people’s actions. 

Weakness
“Information is power” mindset prevails. Hierarchy and controls exist requiring formal triggers and limits to information access and decision-making. Process changes, investments and expenses require multiple levels of approvals. Company, financial or customer data is not fully or regularly shared throughout the organization. Individuals may feel untrusted and frustrated by the organization’s controls, slow decision-making processes and limited ability to act.

Neutral
This aspect of culture is not a clear strength, nor a noticeable

problem in the business. Inconsistency in the presence or demonstration of this cultural attribute.

Strength
Information and decision making is transparent throughout the organization. Controls and processes are designed and modified to speed up decision-making and information sharing at all levels. Data needed to agilely serve customers and operate the business is readily available. Throughout the organization there are people who feel empowered and believe they can make a difference, either by taking individual responsibility or by having a positive influence over others. Individuals feel empowered to take action in the best interest of the company – improvising when necessary.

Analysis and Decision Making – “Decisions”

The extent to which the organization appropriately considers data, facts and analysis balanced with experience, intuition or opinions to make quality decisions.

Weakness
Lack of a balanced approach to considering data and facts with experience and intuition in decision-making. Two extremes may be prevalent – over dependence on data and analysis (analysis paralysis) or too little data or fact gathering and more reactionary “seat of the pants” or emotional decision style exists. Topics, options and decisions may be driven by individual proponent’s agenda and influence than by the merits of the options.

Neutral
This aspect of culture is not a clear strength, nor a noticeable problem in the business. There is inconsistency in the presence or demonstration of this cultural attribute.

Strength
There is healthy and appropriate consideration of data, facts and analysis. Decisions are rigorous with multiple options assessed on their merit to the business. There is flexibility in choosing an appropriate decision making style for a situation. There is appropriate consultation and involvement from those closest to the topic and work. The organization consistently makes sound, well-supported, informed and prompt decisions.

Governance, Processes and Execution – “Discipline”

The extent to which the organization has a discipline of setting clear, consistent and predictable governance, processes, systems and decision/role clarity.

Weakness
Limited or inconsistent processes, procedures and decision making. Organization avoids or is uncomfortable with establishing clear processes, structure or roles. Statements related to ”agility”, “empowerment” or “entrepreneurialism” used to avoid a disciplined approach to running the business. Execution is inconsistent and in some cases business units, functions or department chose to “do their own thing” in absence of processes or disciplines being in place.

Neutral
This aspect of culture is not a clear strength, nor a noticeable problem in the business. There is inconsistency in the presence or demonstration of this cultural attribute.

Strength
The organization has a clear structure, effective governance, with efficient processes, systems and measures. Strategies, decisions and priorities are rapidly and effectively deployed through the company’s structure, processes and systems. There is comfort and trust with establishing processes and protocols to effectively run and execute in the business. Few debates or challenge arise related to ownership, decision-making or authority. The organization is agile and run in an efficient and predictable fashion.

Accountability in Action – “Accountability”

The extent to which the organization sets clear expectations and creates an environment of ownership, accountability and results.

Weakness
Expectations are not clearly articulated or challenging, with focus on the basic responsibilities in the job description.

Agreements and commitments are made without follow through or completion as agreed. Excuses or blaming are common means to avoid individual or department accountability. Individuals may opt out of responsibility because they were not asked or did not get a vote in the matter. “It is not my job”, or our department’s job mindset prevails. Poor performance is tolerated and strong performance is under recognized – driving mediocre performance.

Performance reviews are passive with mostly “satisfactory” ratings.

Neutral
This aspect of culture is not a clear strength, nor a noticeable problem in the business. Inconsistency in the presence or demonstration of this cultural attribute.

Strength
Employees assume personal accountability for their responsibilities and commitments. A shared commitment for the success of the team (organization) or projects that goes beyond one’s written accountabilities. Leaders model accountability, holding self and others accountable. Accountability discussions occur across teams, departments and functions in a respectful and constructive fashion. Performance, behavior and result expectations are clearly understood with appropriate communication regarding status, progress or potential delays…renegotiated where necessary. Recognition and rewards are frequent, fair and timely. Performance reviews are objective and meaningful with differentiated ratings for different levels of performance. Poor performance is addressed in a timely fashion.

Talent Acquisition, development, retention & succession – “Talentship”

The extent to which the organization values talent as a key resource and long-term driver of the organization’s success and sustainability.

Weakness
Employment practices are not contemporary and tend to focus on policies and controls around employee behavior. Limited employee related strategies or measure as part of the company’s strategies, metrics or operating reviews – shorter-term financial performance focus prevails. A “good enough” attitude towards recruitment or talent may exist. Limited training and development support. Limited discussions or focus on career or long-term development. Employee engagement, work environment or culture are not formally defined or pursued. Manager employee relationships sometimes feel parent child oriented. Leaders are not sophisticated in people management practices or behaviors.

Neutral 
This aspect of culture is not a clear strength, nor a noticeable problem in the business. Inconsistency in the presence or demonstration of this cultural attribute.

Strength
The organization engages in proactive and sincere efforts to hire, engage, develop and retain the best talent possible. Company strategies include employee related goals and objectives and integrated in business reviews. Adult to adult relationship with of mutual respect exist between employees and leaders. The organization utilizes contemporary talent practices that reflect the value of employees. Long term career development processes, activities and discussions are in place to build strong future talent and succession strength. Leaders are developed and held accountable for strong talent management focus and people management results.

Enter up to three key words and/or phrases (fewer than 60 characters) commonly heard or used to describe your current culture:

Based on your organization’s strategy and the current cultural strengths and weaknesses, please rank in priority order, which Cultural Imperatives are most important to strengthen over the next two – thee years:



Comments:

Share your organization specific views on the two most significant gaps or strategically important Cultural Imperatives – examples of current behaviors/norms or description of why important to address.





Performance Outcomes

Using the following four performance factors – Employee, Organization, Customer, and Financial – judge your current level of performance against expectations.

Performance Scale:

  1. 1 – Very Poor Performance
  2. 2 – Poor Performance
  3. 3 – Slightly Underperforming
  4. 4 – Mixed/Neutral Performance
  5. 5 – Slightly Over Performing
  6. 6 –Good Performance
  7. 7 – Very Good Performance

Employee Performance

Extent to which employees are engaged, skilled, productive, loyal and acting with a genuine desire for the organization to be successful.

Not Meeting Expectations
Employee engagement, retention and/or absenteeism is not meeting expectations. Quality of talent and performance below expectations.

Generally Meeting Expectations
This performance measure is not a clear performer, nor a noticeable problem in the overall results. Some inconsistency in the quality or predictability of this performance factor.

Exceeding Expectations
There is a high level of engagement, productivity and talent retention in the workforce. Quality of talent and productivity above expectation and contributing to strong overall performance.

Organizational Performance

Extent to which the organizational capabilities (structure, processes, talent and information/systems) are optimized against the desired business strategy, operating model and goals.

Not Meeting Expectations
Organization’s operating model, organizational structure, processes and systems are under performing and not meeting expectations.

Generally Meeting Expectations
This performance measure is not a clear performer, nor a noticeable problem in the overall results. Some inconsistency in the quality or predictability of this performance factor.

Exceeding Expectations
Organization’s operating model, organizational structure, processes and systems are optimized -driving strong performance. Organizational effectiveness is driving strong overall performance.

Customer Performance 

Extent to which targeted customer/market growth, retention and loyalty is achieved.

Not Meeting Expectations
Customer and sales growth, retention and loyalty is not meeting expectations.

Generally Meeting Expectations
This performance measure is not a clear performer, nor a noticeable problem in the overall results. Some inconsistency in the quality or predictability of this performance factor.

Exceeding Expectations
There is strong sales and customer growth, retention and loyalty. Customer value creation is driving strong overall performance.

Financial Performance

Extent to which the financial targets are consistently achieved

Not Meeting Expectations Financial performance targets are reasonable and not meeting expectations.

Generally Meeting Expectations
This performance measure is not a clear performer, nor a noticeable problem in the overall results. Some inconsistency in the quality or predictability of this performance factor.

Exceeding Expectations 
Financial targets are a stretch and consistently being achieved or exceeded.

Performance Factor Comments