Integrate Yourself

The employee dynamic is about whether you seek to serve yourself or your organization. When applied to the 7 groupings/levels of organizational requirements, 4 show a natural fusion of the polar opposites. The remaining 3 generate two distinct polarized Centres.

For your own good, you must prevent the three self-oriented Centres from having a disorienting or even disintegrating effect at work. Success here shows up as the correct attitude to loyalty (CG6), a proper social involvement (CG5) and ensures you put in a creditable performance (CG3).

CG6: Adjust to Developments

The employee requirement to make adjustments to the organization is split into:
■ accepting instruction-CG6O from management, and
■ setting an example-CG6S for others in the organization.
Detail

The Channel is obvious in that an example must be set in regard to accepting instruction. This subordination while at work should be evident to all: especially management. How a person functions here is reflective of their attitude to employment generally and to the current organization in particular.

The function and name of the CG6_S ↔ CG6_O Channel is: Loyalty.

Counterproductive Tendencies 

Disloyalty and insubordination can show up in a myriad of ways. Arguing with a manager unnecessarily, procrastinating, speaking inappropriately in public, and so on. We all have a tendency to regard our personality quirks as normal: "This is the sort of person I am. It is the way I have always been—and I can't imagine myself ever changing." However, if you cannot tolerate seeing yourself as a representative of the organization or as being a subordinate in general, then you must learn to do so or get told that you are not employee material. This applies from CEOs down.

CG5: Create a Presence

The employee requirement to offer flexibility can only occur safely and intelligently by being present. This manifests as:
■ joining in activities-CG5O and
■ paying attention-CG5S.
Detail

You are automatically part of the staff community, and joining in activities outside your immediate job makes sense career-wise and socially. You can obtain new work experiences, guidance, information via networks and group support. Paying attention is essential to get the best out of any situation. You need it, for example, to assist in ways that do not bear directly on your own work, to help with the integration of others, and to notice and diplomatically handle emerging threats to your position.

The function and name of the CG5_S ↔ CG5_O Channel is: Involvement

Counterproductive Tendencies 

As a single employee, you are in a weak situation. Joining in helps counter that, while avoiding participation in staff events or developmental opportunities isolates you. It is always unwise to have an off-hand approach to how others view you. Making remarks that might offend or cause others to lose face will probably get you into trouble. Being inattentive and distant during meetings disrupts the atmosphere for others. Even if they can ignore you, you are cutting yourself off from relevant information, weakening social bonds and diminishing your capacity to contribute.

CG3: Be Resourceful

The employee requirement to deliver results by being resourceful is split into:
■ using your personal abilities-CG3O and
■ thinking creatively-CG3S.
Detail

Assuming you are allowed appropriate autonomy by management and the assignment of work to you has been carried out intelligently, then you should perform well. Of course, extraneous uncontrollable factors may mean that your output (or the end result from your team) is disappointing. Your good personal performance will not always lead to success from the organization's perspective—but that is a separate issue to be dealt with in appraisals.

The function and name of the CG3_O ↔ CG3_S Channel is: Performance.

Counterproductive Tendencies

Problems will arise if you lack awareness of your own strengths and weaknesses. You will not be able to use all your abilities effectively. Poor attitudes to work and internal inhibitions can also prevent creative thinking. However, difficult colleagues and counterproductive management will turn out to be your biggest obstacles.

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NOW:

•  Start to develop your position by identifying all inter-level Channels.

OR:

• Skip this systematic development of Centres and Channels and continue to the end result and what it shows.
• See the equivalent to this page for management handling employees
  
• Go to a comparison of the Management and Employee frameworks.

Originally posted: 30-Nov-2011