What Does Real Value Look Like?

The self-appointed expert was dumbfounded.

He was sure he installed the perfect system to discover and report worker productivity. The system did everything. It knew when people were on their computers, measured files created, noted when breaks were taken, and more. It was as if someone were following each employee around all day.

Yet company production dropped drastically.

Apparently, real value wasn't achieved through action and being busy.

There are a lot of people who end up being surprised
when they miss that promotion, get a poor raise, or get laid off.
They thought they were producing value,
and they may have done so.
But they weren't producing REAL value.
Because they didn't know what real value looked like.

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What Does Real Value Look Like?

What does real value look like to an employer?

There's one thing for certain, the value you bring as an employee shows up in the metrics that the senior leaders care about. Such metrics include:

• Improved stockholder perception,
• Increased public recognition, or
• Overall company growth.

PICTURES OF VALUE

Real value can almost always be seen in a chart, diagram, or some other visible display. Here are some pictures of real value.

HIGH PRODUCTION OF OUTPUTS

The high-value employee consistently produces more valued outputs than other employees. They may have the best batting average, the highest sales, the most consistent and efficient financial month-end closes, the greatest percentage of internal promotions from their teams, the fewest revisions per mechanical drawing produced.

The high-value employee is both effective and efficient. This picture is probably what most people think value looks like, but there are several more pictures.

CONSISTENT PRODUCTION

The high-value employee is consistent through changes or trials. An industry downturn doesn't faze them. They've been through them before. They handle change well. Their past experiences made them ready. They know where to kick the machine to make it run again.

GO-TO PERSON

The high-value employee is seen as the go-to person. They have connections. Their connections have connections. They can move the world to provide the needed answers and resources.

QUICK LEARNER

The high-value employee is a quick learner. When they're assigned something unfamiliar, they quickly find a path to success. When a new product or process is introduced, they'll be among the first to master it and help others master it. When leadership needs to implement a major change, they call on these quick learners to be champions of the change.

TEAM INFLUENCER

The high-value employee influences each team they’re on. When they're on a team, the team shines and usually produces results early and within budget. When given an opportunity, the team leader requests the high-value employee. They stay in high demand.

HIGH VALUE AND CONFIDENCE

Essentially, the high-value employee is seen as one of the most competent employees in the company. They have a unique combination of knowledge, skills, and attitude that help them stand out.

Because of that competence, they get more recognition than many who have more senior titles. There are stories about their accomplishments, and they also may have a few enemies who feel threatened by the high-value employee's competence.

High-value employees have figured out the most important secret for being considered high value is:

No one is considered competent and highly valued unless the value that person brings is not only seen, but is also recognized as important to the company's success by those in leadership positions.

Smart people will be smart, but they may not be considered competent.

Fast workers will be fast, but they may not be considered competent.

Nice people will be nice, but they may not be considered competent.

That means smart, fast, nice, and other attributes may help add value, but do not necessarily vault you into the position of being a high-valued employee.

Real value is observable, consistent competence in
producing outputs that increase the value of the company.

This real value can be created by our two tools and the meaningful competence strategy, a strategy that brings real value to the company and to you.

This chapter differentiates between real value and just being busy.

Goals, expectations, and job descriptions provide direction, but are poor indicators of real value.

By defining real value, program participants better understand the focus of Meaningful Competence™ tools.

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