04.08.10 The 6th Key for Adding Value as an Employee
6. Know your Organisation
The first thing I did after joining the airline was to conduct a Perception Audit so as to study and analyse stakeholders’ opinions and impressions about the entity; specifically, the flight schedule, routes and destinations; fares; promotional strategy; ticket-selling agents and distributors; processes; customer care; and other variables. What service delivery gaps or complaints existed and how did they shape customers’ perceptions about the airline? What recommendations did stakeholders have for addressing those gaps? How did we compare with the competition? The Audit was indispensably useful in enhancing my knowledge of the airline and providing a baseline for monitoring and evaluating the success of our commercial department. With that information in hand, I was adequately equipped to draw a practically applicable marketing plan.
I also strongly believe that Naaman’s slave girl made it a point to be fully aware of the perceptions that Syrians had about Israel, soon after landing in the commander's house; then strategically planned to circumvent any negative impressions and opinions so that she could become a ‘darling’ of her bosses and others in their community. She must have been intentional, and it worked.
A value-adding employee must know the intricacies of her organisation, since ‘you cannot add value to an entity you do not know’. In fact, it can be very difficult to add that value if you lack adequate knowledge about your organisation. Hosea 4:6 issues a warning to that effect. It says (NKJV): 6My people are destroyed for lack of knowledge.
Therefore, endeavour to learn the basic operations of your organisation, as well as the vision, mission and strategic direction of your employer. Find out who the members of the leadership team are, the reporting structures, the financial, legal and other relevant processes, policies and procedures.
Study your organisation’s strategic plan, human resource manual and other documents that highlight the entity’s short- and long-term business goals, and core values, strengths, weaknesses, opportunities and threats.
What is the latest in your industry? Who are the competitors and what edge do they have over your products? What value can you add so as to keep your industry ahead of the competition?
How does your organisation define ‘value’? What do the members of your leadership team or your supervisor consider as ‘valuable’? Develop a plan that you will follow to ensure that your performance adds value in those key areas or priorities.