This chapter is from the book
This chapter is from the book
This chapter is from the book
HPO SCORES Quiz
On a scale of 1 to 7 , to what extent do you disagree or agree with the following statements?
1 = Strongly Disagree
2 = Disagree
3 = Slightly Disagree
4 = Neutral
5 = Slightly Agree
6 = Agree
7 = Strongly Agree
Shared Information and Open Communication
-
People have easy access to the information they need to do their job effectively.
-
Plans and decisions are communicated so that they are clearly understood.
Compelling Vision: Purpose and Values
-
Leadership in your organization is aligned around a shared vision and values.
-
The people in your organization have passion around a shared purpose and values.
Ongoing Learning
-
People in your organization are actively supported in the development of new skills and competencies.
-
Your organization continually incorporates new learning into standard ways of doing business.
Relentless Focus on Customer Results
-
Everyone in your organization maintains the highest standards of quality and service.
- All work processes are designed to make it easier for your customers to do business with you.
Energizing Systems and Structures
-
Systems, structures, and formal and informal practices are integrated and aligned.
-
Systems, structures, and formal and informal practices make it easy for people in your organization to get their job done.
Shared Power and High Involvement
-
People have an opportunity to influence decisions that affect them.
-
Teams are used as a vehicle for accomplishing work and influencing decisions.
Leadership4
-
Leaders think that leading is about serving, not being served.
-
Leaders remove barriers to help people focus on their work and their customers.
How Does Your Organization SCORE?
It is possible to receive a total of 14 points for each of the elements and for the supplemental questions on leadership.
Add the scores for each element to determine how strong your organization is in that element.
Score 12–14 = High performing
Score 9–11 = Average
Score 8 or below = Opportunity for improvement
How Should I Use My SCORES?
Although this quiz may help you begin to determine if your organization is high performing, it should not be used as an organizational analysis. The main purpose of the quiz is to guide your reading. While the sections and chapters of this book are sequenced for good reason, they may not be laid out in the order that most matters to you and your organization today.
While it makes perfect sense to us to focus first on setting your sights on the right target and vision, it may make more sense for you to start with having the right kind of leadership. For example, some of our clients have a long history of having the right target and vision, but in recent years, some self-serving leaders have risen to the top and have been causing a gap between the espoused vision and values and the vision and values in action. Other clients have a real sense of the right target and vision, but a culture has emerged that is not treating their customers right. If that sounds familiar to you, you might want to start with Section II, "Treat Your Customers Right." However, if you are just beginning your journey to becoming a high performing organization, we recommend that you start with Section I, "Set Your Sights on the Right Target and Vision." Then move through the planned sequence of sections from how you treat your customers and your people to a hard look at whether you have the right kind of leadership.
We recommend that you first skim the entire book in sequence. Then go back and read the book more closely, beginning with the corresponding section(s) and chapters that address any element on the HPO SCORES quiz on which you scored 8 or less.
The sections and chapters that address specific HPO SCORES elements follow.
Shared Information and Open Communication
Section III, "Treat Your People Right"
Chapter 4: "Empowerment Is the Key"
Chapter 9: "Situational Team Leadership"
Chapter 10: "Organizational Leadership"
Chapter 11: "Leading Change"
Compelling Vision: Purpose and Values
Section I, "Set Your Sights on the Right Target and Vision"
Chapter 2: "The Power of Vision"
Ongoing Learning
Section III, "Treat Your People Right"
Chapter 4: "Empowerment Is the Key"
Chapter 5: "Situational Leadership® II: The Integrating Concept"
Chapter 6: "Self Leadership: The Power Behind Empowerment"
Chapter 7: "Partnering for Performance"
Chapter 8: "Essential Skills for Partnering for Performance: The One Minute Manager®"
Chapter 9: "Situational Team Leadership"
Chapter 10: "Organizational Leadership"
Chapter 11: "Leading Change"
Relentless Focus on Customer Results
Section II, "Treat Your Customers Right"
Chapter 3: "Serving Customers at a Higher Level"
Energizing Systems and Structures
Section II, "Treat Your Customers Right"
Chapter 3: "Serving Customers at a Higher Level"
Section III, "Treat Your People Right"
Chapter 8: "Essential Skills for Partnering for Performance: The One Minute Manager®"
Chapter 9: "Situational Team Leadership"
Chapter 10: "Organizational Leadership"
Chapter 11: "Leading Change"
Section IV, "Have the Right Kind of Leadership"
Chapter 12: "Servant Leadership"
Shared Power and High Involvement
Section III, "Treat Your People Right"
Chapter 4: "Empowerment Is the Key"
Chapter 9: "Situational Team Leadership"
Section IV, "Have the Right Kind of Leadership"
Chapter 12: "Servant Leadership"
Leadership
Section IV, "Have the Right Kind of Leadership"
Chapter 12: "Servant Leadership"
Chapter 13: "Determining Your Leadership Point of View"