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TOPIC PROFESSIONAL ORIENTATION MIND SETs

This guide explores the dual mindsets of Internal Value Employees (IVEs) and External Value Employees (EVEs) within organizations. IVEs focus on technical work, self-sufficiency, and organizational cost effectiveness, often working independently. In contrast, EVEs are profit generators, networkers, and deal-makers who prioritize relationship building and strategic perspectives. The interplay between IVEs and EVEs can enhance workplace dynamics, aiding in improving collaboration and communication, especially within virtual teams. By fostering complementary mindsets, organizations can drive profitability and innovation.

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TOPIC PROFESSIONAL ORIENTATION MIND SETs

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  1. TOPIC PROFESSIONAL ORIENTATION MIND SETs

  2. Categorizing employees by whether they serve primarily internal or external organization clients

  3. Internal Value Employees (IVEs) PROFILE • Technical work • Schedule/routine • Right answers • Work alone & self-sufficient • Implementation • Org cost centers

  4. External value employees (EVEs) PROFILE • Profit generators • Networkers & deal-makers 3. Strategic, big pix perspective

  5. Judgment calls • Power-using • Competitive & Social Darwinist • Often play by their own rules

  6. Complementary mindsets

  7. IVE-EVE TANGO

  8. 2 + 2 =5

  9. HELP IVES to: • Relate to external clients • Participate on virtual teams • Focus on who > how • Convert internal value into external value (profit) via tech consulting & interpretation • Engage in dialogues with EVEs

  10. HELP EVEs to: • Collaborate with IVEs • Empower IVEs • Focus on people > profit • Minimize their responsibilities to people

  11. IVE/EVEs &EVE/IVEs • Virtual teams • C.O.R.E. (Communication, Organization, REality) • Hire learners> specialists

  12. 2ORGDRAMAS

  13. OD #1 IVE or EVE?

  14. OD #2 HEIDI ROLLINS Chicago Lake Michigan Bank

  15. “In college I majored in accounting, which I practiced when I first joined CLMB. But I got the itch to work on loans-- especially specialty loans with entrepreneurs and new start-ups. I’d be a lot more valuable to CLMB if they’d just let me network more. But the bank’s risk profile is too conservative for that to happen.”

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