There’s little question that in order to sustain long-term success, organizations should invest heavily in individual, team, and executive team development.
Individual development includes training for flexibility, adaptability, effective communication, ethics, entrepreneurship, teamwork, and internal politics and social idiosyncrasies,
Team development includes training for group communication, decision making, motivation, group participation, group conflict, group trust, interpersonal behaviors, leadership, and task orientation. Cross-functional teams that meet face to face are found to be more highly successful and should be considered an organizational norm.
Executive development should begin with contractual agreements that reward individual, team, organizational success. Training should include how to achieve work-life balance, build emotional intelligence, develop trust, control conflict, choose clarity, prize accountability, and seek always for results. It should also include resiliency and how to prepare for and respond to individual, team, or organizational crises and how to successfully utilize corporate intelligence in building corporate strategy. It is critical that executives be promoted at least in part based on their demeanor and their willingness to receive and respond to coaching.
The ITE Model
The following model is presented as the result of research into organizational human capital development. It is called the ITE model because it incorporates Individual, Team, and Executive development. The first two elements are represented by the x and y axes. Along the x axis is individual employee development; the y axis is team development.
When both individual and team development are high, the organization benefits from a group of employees who are considered achievers. Individually and collectively, they are motivated and have the skills necessary to achieve organizational objectives.
When individual development is high but team development is low, the organization enjoys the benefits of a few stars—or “lone rangers.” These are employees who strive to achieve, yet without a team to rely on or to build, they are left to achieve on their own.
When team development is high and individual development is low, the result is that some employees may hide—they may be able to avoid accountability and “sleep” while others are working hard for organization.
When both team development and individual development are low, the result is that the organization is full of maintainers: employees willing to do nothing more than the minimum required in order to keep their jobs.
But there is a third element to the ITE model: the executive development. We’ll introduce this part of the model in our next post.