Sight line

Sight line
See also
Non financial motivation Business etiquette Job scope Quality management principles Organizational culture and project management Role of employees Phases of team creation Effects of culture Hoshin kanri

Line of sight (LoS) refers to the understanding of how the work, roles and responsibilities affect the success of the company. Enables companies to introduce appropriate changes at the right time and in the right way to achieve sustainable and high levels of business performance

Benefits for organizations and employees

LoS increases job satisfaction, attachment to the organization, and employee retention. Positively referred to commitment and loyalty, and negatively to turnover intentions. Employees has a goal and both understands and believes in personal contributions and their role in the organization. Enable managers to identify blockers and goals at risk

The Big Picture

Three bricklayers were asked on one construction site: What are you doing here? The first replied: "I'm laying bricks." The other man replied: "I'm building a wall". But the third, LoS's man, said with enthusiasm and pride: "Who me? Why I am building the most beautiful cathedral in the world.

To increase productivity, organizations need more employees who understand not only that they are building a wall, but that they are building a cathedral.

Assumptions of LoS

Elements of the Line of Sight approach:

• Clear definition and explanation of goals and priorities,
• Creation of goal measures, and steps necessary to accomplish these goals,
• Adaptation of the organization to specific and measurable goals and objectives,
• Implementation of tools to monitor compliance with the goals,
• Creating awareness and skills necessary to identify gaps, trends, and deviations from course,
• Providing skills and a system to manage those improvements to completion,
• Feedback system, allowing rapid capture and correction of deviations, available to all mamangers and stakeholders - lessons learned.

References

• Anderson M., (2014), Bottom-Line Organization Development, Routledge, Feb 18, 2004
• Berard J., (2013), Accelerating Leadership Development: Practical Solutions for Building Your Organization's Potential, John Wiley & Sons, Aug 26, 2013
• Boswell R. W., Boudreau w. J., (2001) Boswell Employee Line of Sight to the Organization’sStrategic Objectives – What it is, How it can beEnhanced, and What it Makes Happen" Management Decision, Vol. 39, No. 10, 2001
• Carter N. M., Galinsky E.,(2008), Leaders in a Global Economy: Talent Management in European cultures,Catalyst, Families and Work Institute, Nov 15, 2008
• Covey R. S.,(2013), The 8th Habit: From Effectiveness to Greatness,Simon and Schuster, Jan 8, 2013
• Lawler E. E., Worley G. C., (2011), Built to Change: How to Achieve Sustained Organizational Effectiveness, John Wiley & Sons, Feb 17, 2011
• Longuski J., (2007,) The Seven Secrets of How to Think Like a Rocket Scientist, Springer Science & Business Media, May 26, 2007
• Shalloway A., Beaver G., Trott R. J., (2009) Lean-Agile Software Development: Achieving Enterprise Agility, Pearson Education, Oct 22, 2009
• Wilcox M.,(2018) Effective Talent Management: Aligning Strategy, People and Performance,Routledge, Jun 10, 2016

Author: Agnieszka Katarzyna Sikora

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