Our method enables the immediate alignment of the performance contribution of individuals and teams, now and for the current growth cycle. Our tools are about what people can do for change, not what change can do for people (the time window for personal development is wider than the window of opportunity business needs to respond to. Because of this ‘development plans’ serve the needs of the next growth cycle, not the current one).
Everyone has the talent to contribute to change and growth but no individual can, nor should expect to, contribute to everything optimally; everybody can be creative, some people can be exploratory, but no one innovates in a vacuum. The growth process ensures that people will ‘run out’ of their own competencies.
In the context of relationships, markets, products or content, the growth process often begins with an innovative idea, originating from people talented at exploring or renewing things. However, people with a talent for the exploratory stage have less of a drive to finish things.
To become a reality - the next stage of growth - the idea needs to be picked up by people talented at designing and building - making things work in practice; such people have less of a drive to make things repeatable. To catch fire and become a successful idea, what initially worked in practice requires structure and regulation to be made repeatable; people with a talent for this stage have less of a drive to maintain the repetition.
The growth process may yet falter unless people with a talent for monitoring and controlling become involved, to preserve things; people with a talent for this stage have less drive for originating innovative ideas. However, it is now important to begin working on something new again. This regenerative stage must begin even before it appears to be ‘really’ necessary; maintaining a focus on preserving things only acts to slow the pace of further growth. Once again, those people talented at exploring or renewing things become critical to sustaining the organization.
As the growth proceeds through time, the process itself disconnects the optimal contribution of talent from the process. The key point is that every individual will contribute predictably strongly in one phase of the S-curve and potentially weakly in another. For growth to proceed optimally from value creation to value extraction, each stage requires the contribution of appropriate talent; every contribution is equally important.
Each individual has a natural preference for the type of contribution they make to growth and this preference, formed in the early years of life, remains stable throughout. To understand an individual’s performance contribution to change and growth, our method uses the AEM-cube® and the S-curve.
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