3-Pile Importance and Organizational #
| 3-Pile Importance | 3-Pile Organizational |
|---|---|
| Critical or Key or Essential or Most | Best in Class or Leading Edge |
| Nice to Have or Middle or Contributes | Competent or OK or Like Most Others |
| No Contribution or No Importance | Bottom or Last |
3-Pile High-Middle-Low and Practice Building #
| 3-Pile High-Middle-Low | 3-Pile Practice Building |
|---|---|
| Highest or Best or Most | Could Add or Easily Build on |
| Middle or Moderate or Some | Would be a Challenge to Add to or Build on |
| Low or Lowest or Worst or Least | Hardest to Add or Build On |
3-Pile High-Middle-Low #
High or Highest or Best or Most #
The Drivers/Markers, Roles, and Practices in this pile are stronger, more effective, and better executed than all others. Items in this pile outperform those in every other pile.
Middle or Moderate or Some #
The Drivers/Markers, Roles, and Practices in this pile fall between the highest and lowest piles. They are stronger than those in the lowest pile but not as strong as those in the highest pile, representing a mid-range level of performance.
Low or Lowest or Worst or Least #
The Drivers/Markers, Roles, and Practices in this pile are performed less effectively than those in all higher piles.
3-Pile Importance #
Critical or Key or Essential or Most #
The Drivers/Markers, Roles, and Practices in this pile are essential for the organization’s success. Goals, tasks, and critical functions cannot be achieved effectively unless these items are performed at a high or above-average level. These are the “must-haves” that enable the organization to achieve its mission, vision, strategies, and tactics. Success depends on individuals and teams in key positions consistently executing these elements well, both individually and collectively.
Nice to Have or Middle or Contributes #
The Drivers/Markers, Roles, and Practices in this pile are beneficial but not essential for achieving organizational goals or key functions. While some may contribute in smaller ways, the organization’s mission, vision, strategies, and tactics can be accomplished without these Drivers/Markers, Roles, or Practices being performed.
No Contribution or No Importance #
The Drivers/Markers, Roles, and Practices in this pile are not required for achieving organizational goals or tasks. Even when performed well, they do not make a meaningful contribution to the mission, vision, strategies, or tactics. Although they may have relevance in other contexts, they have no measurable impact on team or organizational performance.
3-Pile Organizational #
Best in Class or Leading Edge #
The organization performs this Driver/Marker, Role, or Practice at a level that surpasses comparable organizations in its class or market. This superior performance would be recognized by informed observers both inside and outside the organization and is often considered a source of pride.
Competent or OK or Like Most Others #
The organization performs this Driver/Marker, Role, or Practice at a level comparable to most other organizations in its class or market. It is considered “middle of the pack,” neither superior nor inferior, and this assessment would generally be agreed upon by informed observers.
Bottom or Last #
The organization performs this Driver/Marker, Role, or Practice at the lowest level compared to similar organizations. If this area is critical to the organization’s strategy, such weak performance would represent a significant concern.
3-Pile Practice Building #
Could Add or Easily Build On #
The organization has the knowledge, motivation, and resources to improve this Driver/Marker, Role, or Practice effectively and with relative ease.
Would Be a Challenge to Add to or Build On #
The organization has partial awareness of this Driver/Marker, Role, or Practice as an important improvement area. There is some motivation, but time, resources, and capability are limited. With focused effort and attention, improvement is possible. While individual performance may vary, this assessment reflects the organization or team overall.
Hardest to Add or Build On #
The organization lacks sufficient information or capability to recognize and improve this Driver/Marker, Role, or Practice. Interest and motivation are minimal or inconsistent. Engagement across the team varies, resulting in uneven outcomes. Significant coaching and support would be required, and even then, improvement may be limited. Given current talent and resources, the organization may already be performing this item at its highest potential.