What is a CILO? A Continuously Improving Learning Organization. It creates a learning culture that enables each person to grow as they contribute strategically to the overall success of the company.
A little background. Several years ago, I had the privilege of working with a new organization, now called ETW – Execute To Win, where I learned about a new management operating system. It was started by Lee Benson, a CEO who belongs to Vistage Worldwide in the Midwest. (I chair groups in New York City.) It’s based on the principle that if the work each person does is aligned with the corporate strategy and performed well, it’s a win-win for each employee and the company. At the time, he showed it to Jack Welch, former CEO of General Electric, who loved it so much that he became a partner in the project. Over the years, it’s evolved into a system used by large companies focused on launching new strategic efforts and helps everyone on the team focus on doing their part in concert with the whole. I
In the meanwhile, I adapting it (www.eval2win.com) to help CEOs of $5M – $1B companies with whom I work, to focus on achieving personal/corporate strategic goals and forging a culture of continuous improvement. The focus is on the employee-supervisor dyad, not just the employee. Each dyad collaborates to ensure that the employee can achieve the strategic objectives she/he has which lead to the achievement of the company’s strategic goals. (e.g., my actions, lead to sales, which are my contribution to the corporate revenue goal. The system requires that the dyad meet regularly to discuss how the employee is doing and can improve and create a document that:
- Identifies the major responsibilities of a person with time allocations to each one to account for 100% of the person’s commitment. (E.g., a Controller may have specific financial functions, supervises people, provides Exec Team with advice and data, leads the budgeting section for new business proposals, etc.). Many have 5-8 major areas of responsibility.
- Defines the key activities within each of these responsibilities. (e.g., collect, publish and analyze monthly financials; identify and guide career paths for each employee).
- Creates KPI for measuring (e.g., close each month within 3 days and provide a report, highlighting key issues of concern).
- Identifies areas of improvement for the employee within most of the areas of responsibility (e.g., investigate a few finance courses to take online), schedule the activities themselves and develop KPIs to measure progress (e.g., pick the course, take it, and achieve at least a B).
- Schedules the next review.
As you can see, in a CILO, continuous improvement is a fundamental job responsibility for the employee and the system to achieve it is collaborative – not imposed on anyone. Moreover, the scheduling of reviews is triggered by the goal of continuous improvement – not just a calendar.
For a new employee with a stable set of job responsibilities, the dyad meets each month for the first three months to help the employee “onboard” and do the job correctly. If all is fine, the next review will be in three months; if there is a problem, monthly meetings continue as long as needed. Once things are fine, the intervals between reviews expand from monthly to quarterly to semi-annually to annually.
However, most people’s jobs change! Imagine you’re a graphic artist or sales person or marketing for retail and been promoted to take on new responsibilities, such as managing the graphic team, providing sales training, supervising social media e-commerce marketing. Since this is new, the cycle of reviews for these new jobs starts over; you get support immediately (e.g., training and direction) to perform the new job correctly. In this way, the Peter Principle is eliminated – people aren’t promoted to a new job where they lack the skills and the problem is only discovered later; problems are identified immediately.
As you can see, this system also encourages people to take on new responsibilities to advance their career by learning what they need to know and getting the support and feedback to do it well.
Is your company a CILO – encouraging continuous improvement through learning, feedback and support (by people and systems)? If so, share your model. If not, let us know how we can help you become one!