Quick! Show Me Your Value

Let ‚ s Review:

• This chapter addressed step 1 of the financial value process: define audience.

• ROI should not always be taken literally. It is frequently used as a codeword. The term ROI is often used when a person would like you to tell them the value of your interventions in terms that matter to him or her.

• What is valued within in an organization is always defined at the top of the organization. The terms that the value is referred to transform themselves as measures are taken from a broad to a narrowly defined state. This linkage of measures can be described in a financial value chain.

• The broad, high-level measures of the Senior level are described using financial terms or in the language of finance. The narrow, specific measures of the Individual level are described in performance terms or in the language of performance. By demonstrating a direct causal link from broad to narrow measures, the WLP professional can translate value into any point along the financial value chain.

• It is critical to make the translations for your audience so that you draw them to the conclusions that you would like them to reach. If you leave the translation for your audience to do, the audience either will not do it or will draw an incomplete or incorrect conclusion.

• Understanding the timeframe in which each level of your audience needs to hear about results is as important as being able to describe results in terms the audience recognizes. If results are not available in the appropriate timeframe, your audience will not see the value of your interventions.

• Connecting your value communication to the highest priorities of the Senior level will gain you more time and respect.

No matter where you decide to start, there is one more fundamental that should not be overlooked: You must be certain that the financial value chain you are communicating about is connected to the top priorities of the Senior-level managers.

The next chapter will describe the broad categories of financial value that your WLP intervention can provide. Whether you work inside or outside your target organization, the chapters after that will show you how to analyze an organization to discover its most pressing financial priorities. Matching the value of your intervention to what is valued by the organization is a critical connection.