More Resources to Support Your 'Rockstar' Leadership Career
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:
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:
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 |
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