Most organizations give considerable focus to ensuring they have the best equipment, technology and systems ... which are all incredibly important ... but far too many organizations neglect the most important element ... their people and their organization culture. People are what make organization's tick.
Place two businesses side by side, outfit them with exactly the same equipment, technology and systems and one will outperform the other. Why? Because of the people and the culture in the business. So how did you arrive at the culture in your organization?
Most organization's cultures come about by default ... not deliberate design ... which is why so many businesses don't achieve their potential
Unfortunately for many organizations' the culture probably came about by default. Driven by the values and beliefs of the core group of people who founded the organization, with probably little, to no, deliberate thought or systematic design of the culture.
In most organizations, much thought and planning is put into the 'technical' side of the business (how the systems and equipment work to enable people to deliver the product or service), but little, to no time, on the most important component -- engaging the hearts and minds of the people who actually make the product or deliver the service.
You could argue that you can't create a culture ... but rest assured cultures do develop, regardless of whether it happens by osmosis, or by design.
The culture of any business, evolves from the:
- People who started the business,
- Mindset and outlook, that leaders who have strong influence, in the organization, have about how the work gets done and the role of people in doing that work
- Way decisions are made and implemented
- Way opportunities, problems and crises are faced
- Organization structure and hierarchy
- Way people are selected, promoted and de-selected
- Rites, stories and ceremonies that are in place
- Reward and recognition systems
Each of these elements (and more), send clear and consistent messages to people, that help them to see what they have to do, to 'get on', in this organization. It is a set of values, that are often assumed, and taken for granted, that help people to know how to behave.
Creating a High Performance Organization Culture isn't just about helping people to feel good (but, it is one of the most wonderful side benefits!), it is about designing the systems and conditions that deliver the results the shareholders and customers want by unleashing the potential of the people who work in the business
What is a High Performance Culture?
A high performance organization culture is characterized by:
- Planned organization design choices
- Minimizing of management control
- Enabling people who do the work to control how it gets done
- High commitment
- Lean, flat, flexible structures
- Delivery of results that outstrip traditionally run organizations
- Commitment to a common vision
- Business focused
- Integration of people and equipment (not people to equipment)
- Leadership committed to facilitating the best in others
- Teamwork and multi-skilling across functions and boundaries
- Delegation of authority and decision-making to the person closest to the task
- Principle based rather than rule based
- Energized people committed to learning and doing their best
The one thing I know for sure.... in order for you to create a high performance organization culture, you must be a high-performance leader. So do make sure you make use of the articles about Self-Improvement and Improving Relationships.
And, when you are ready to really fast-track your leadership career - then come along and join the Make a Dent Club
What Are Some of the Main Differences Between Traditional and High Performance Organizations?
Become a member of the Make A Dent Club and access "How To Motivate Employees".
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