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Role

Member of the organization (employee)

Develop yourself and the organization. Maintain a healthy work/life balance.

Test yourself Copy to your organization

Responsibilities contained in this role:

Business development

Capacity and planning

Plan a realistic amount of work

Instead of having the attitude of "let's see how much I can accomplish today", set realistic expectations beforehand for what you plan to get done during a single day.

This allows you to

  • Feel a sense of accomplishment with each day
  • Avoid the feel of work piling up to an endless string of tasks
  • Get stuff done that you tend to procrastinate on (push further down the priorities que)
  • Reduces the risk of burnout

Planning a realistic amount of work each day means setting a realistic/pessimistic daily plannable time and sticking to it when planning a single day.

Control and compliance

Apply and utilize relevant checklists

You will be made aware of which checklists that are considered relevant for you by them appearing as checklists to familiarize yourself with in the context of each role you hold.

For more information about how to apply checklists, check out the documentation.

Decision-making

Development

Build, maintain and improve familiarity with my role expectations

The intention of this responsibility is to reflect on and improve your ability to exel in your roles.

To practice this responsibility, indicate your familiarity with unfamiliar expectations and update your familiarity with expectations in focus.

For both purposes, you can use the purple Play-buttons in the right column of your dashboard.

Create a weekly, recurring allocation of 0,5 hours to help you ensure that you practice this responsibility once a week.

Review and improve familiarity with the skillsets required to practice ones roles effectively

Ensure that your Expectations in focus reflect the expectations you're focused on improving, and that you have recently updated your familiarity with these expectations.

Review the list of Skillsets with insufficient proficiency and consider if the proficiency indications are up-to-date and if there are any skillsets that should be set as ambitions, or from which you could select specific expectations to set in focus in order to improve upon your overall proficiency.

Employee satisfaction

Consider how happy and engaged I am at work

It's in everyone's best interest that you are happy and engaged at work.

As a result, you should take regular stock of your engagement in order to make sure that you remain on the top of your game and identify any issues which need resolving in order for you to maintain motivated.

Practice this responsbility by responding to the team's preferred enagement survey.

Expectation management

Demand role clarity

Role clarity is the degree to which employees have a clear understanding of their tasks, responsibilities and processes at work. This clarity is not limited to ones own role; it also includes the roles of colleagues.

Clarity is an essential precursor of productivity, and a lack thereof can cause stress and confusion. To reduce these feelings and improve both personal effectiveness and the organization’s overall performance, role clarity is crucial.

In order to drive role clarity, we need everyone to set the bar for role clarity high. Examples of setting the bar high includes expecting:

  • Role expectations to be clearly communicated and easily available
  • Sufficient time to familiarize oneself with expectations
Demand goal clarity

Goal clarity is the extent to which the outcome goals and objectives of the job are clearly defined, stated and understood.

Feedback

Evaluate leader effectiveness

You are expected to give feedback on the performance of your leader semi-annually by responding to the associated survey.

Create an allocation that recurs semi-annually, starting 2 - 3 months after your first day of work, in order to ensure that this responsibility is preserved.

Improvement

Create traceability in your work

By providing traceability in your work, you enable us to improve our processes and ensure that work is done correctly.

Providing traceability means describing how and why work was done, enabling someone (or yourself) to easily understand what happened sometime in the future when you no longer remember the details.

When the traceability is great, we can understand a sequence of events by pulling on a virtual thread, where the thread is the task, process, or checklist which initiated the event. By following the descriptions and links we can get a complete overview of who did what when, how and why.

Insight management

Ensure that the description of my responsibilities remains accurate and up-to-date

The description of a responsibility is considered accurate and up-to-date when

  • The description of the responsibilty reflects how the individual responsibility is actually being carried out
  • Relevant structural capital (checklists, processes, etc) is associated as related content to the responsibility

The description of a responsibility is great when the responsibility can be transferred to someone else without any additional execution instructions.

Make useful insight easily available to those who might benefit from it

If you have insight you suspect others in the organization will benefit from you are expected to share it.

You will share your insight the way your Team has agreed upon. If you are in doubt about how to share your insight, do it in the way that feels intuitive to you. It is more important that you share your insight, than doing it the right way.

Ensure that insight in the teams I am a member of remains available, relevant and up-to-date

If you are in doubt about how, do it in the way that feels intuitive to you. It is more important that you preserve this responsibility, than doing it the right way.

Intentionality

Internal support

Performance

Maintain focused on my priorities
  • Make sure you know and are aligned around which projects, objectives and expectations you are expected to focus on at any given time.
  • Don't let anyone or anything draw your attention or effort towards stuff that you're not focused on.
  • Establish a habit of stopping and asking yourself: "How does what I am currently doing relate to my current priorities (what I am trying to accomplish)?"
  • Consider establishing external accountability mechanisms (like Check-in (one-on-one)) to help you ensure that you remain focused over time.
Report progress on the objectives you are responsible for and focused on

The objectives of which you are the manager appear at the bottom of the Focus-dashboard.

Use the functionality described in Key results to track progress on the key results of the objectives.

Risk

Identify and flag unmanaged responsibilities

Whenever you suspect that we're not doing something we should be doing, or it's not clear who should be doing it, add that thing as a unmanaged responsibility to the relevant team and draw the attention of the team leader to the responsibility in order to have it associated with the proper role.

Robustness and longevity

Self-care

Take breaks

Research suggest that not taking breaks can

  • hurt productivity
  • lead to burn out

How often?

  • Aim at a 15 minute break for every 90 minutes of work
  • The lunch break should be longer
  • Take a break more frequently than suggested above if you experience that not taking a break hurts your productivity
  • Become aware of the cues that suggest you need a break
  • Experiment and find out what is ideal for you in the context of making you as productive as you can be
  • In meetings, try to take a 5 minute break every hour.

Tips on what to do or not do during breaks

  • Do anything but work
  • Stay away from screens
  • Move your body
  • Shift your attention - use another part of the brain than the task you just did required.
  • Give yourself premission not to consentrate on anything

 

Source: When, How, and How Often to Take a Break

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Skillsets relevant for this role

Insight management basics

Insight management Organizational development