Are you a high-expectations leader, who gets frustrated by people around you turning up but not switching on?

Create a High-Performance

Organization Culture

Most organizations give considerable focus to ensuring they have the best equipment, technology, and systems. Which are all incredibly important. Unfortunately, far too many organizations neglect the most important element ... their people and their organizational culture.

People are what make an organization tick

Place two businesses side by side, outfit them with 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 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. They are 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.

An organization's culture evolves from the:

People who started the business
Mindset and outlook that leaders who have a 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. Messages that help them to see what they have to do, to 'get on', in this organization. They become 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 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 Organization 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.... 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?

Traditional	High Performance
Hired hand	Organizational contributor
People need controlling	People want to give their best
Technology determines structure and work processes	Integration of Technical and Social Systems
Managed by rules	Led by principles
Motivated by competition	Motivated by co-operation
Organization structure is rigid and hierarchical with fixed roles	Organization structure flexible and flat; enabling people to go where talents can be used
People issues owned by H.R Department	People issues owned by line management
Reward system promotes 'climbing the ladder'	Reward system promotes achieving organizational goals and excellence
Information guarded and decisions made by management	Information shared and decisions made by the person closest to the task
Low performance tolerated	Low performance addressed quickly
Little recognition/acknowledgement	Recognition of performance that supports team goals
No shared vision	Commitment of all to shared vision
Focus on short-term results	Focus on long-term success of the business
Content with static skills	Focused on growth
Training conducted	Commitment to sharing and applying learning & knowledge
People need to be motivated (through fear or bribes)	People feel inspired because they believe in what they are doing
One person, one job	Multi-task, multi-skill, rotate
Focused on activities	Focused on results