Creating a Culture of High Performance
Creating a Culture of High Performance
The same can be true for organizations. Witness the damage caused by unethical behaviours in recent years by CEOs of elite businesses. Their actions not only lowered the confidence of investors but poorly impacted the lives of employees.
Heroes in sport may be compared to leaders in organizations. How the members behave and perform is often a result of the example set by leadership. For instance, if a company’s set of published standards are that it values responsibility and accountability, but management often does not abide by these stated principles, employees will, as a consequence, feel it is alright to do the same, thus fostering a culture of deception contrary to the stated value.
According to the encyclopedia Wikipedia:
Organizational values are beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines or expectations that prescribe appropriate kinds of behavior by employees…and control the behavior of organizational members towards one another.
(Strategic Management, Charles W. L. Hill, Gareth R. Jones, Fifth Edition, 2001 Houghton Mifflin, MeansBusiness, Inc.)
I recently met a business owner who told me that he wanted to build the profitability of his business so he could be in a position to sell in 5 years. The sales people were content with filling existing customer needs and were not pro-actively prospecting for new business in their respective territories. The business owner had accepted this for years even though he was now faced with a new personal goal for his business. Even though he had mapped out a growth plan for the next five years and communicated it to the sales people, they were not changing their behaviours to do what was required. In this case the business owner was sending a message by not responding appropriately to the performance of his sales people and thus preserving a culture of complacency.
What kind of culture exists in your organization? Does it contribute to the personal goals that you, as a leader, have or envision for yourself and your company? Do changes need to happen in your culture, values, beliefs and norms in order to stay competitive and achieve high performance in today’s radically changing business environment?
These important questions must be asked and answered by the leaders of organizations, as they are the ones who set the tone and either create or sustain the current organizational culture. For help in answering these questions, and to assess your current situation, contact us so that we may share our expertise with you and your team.
Article by Stephen Goldberg
email: sgoldberg@optimusperformance.ca
Creating a Culture of High Performance - To learn more about this author, visit Stephen Goldberg's Website.
Like this article? Share it with your friends
My last article dealt with creating a high performance organization and used the Tour de France as an example of what drives high performance; in that case individuals functioning at their maximum and working as a team. Unfortunately the Tour de France was mired in controversy (at the beginning and end) as a result of doping allegations. Heroes quickly become villains and damage the sport as a whole.
The same can be true for organizations. Witness the damage caused by unethical behaviours in recent years by CEOs of elite businesses. Their actions not only lowered the confidence of investors but poorly impacted the lives of employees.
Heroes in sport may be compared to leaders in organizations. How the members behave and perform is often a result of the example set by leadership. For instance, if a company’s set of published standards are that it values responsibility and accountability, but management often does not abide by these stated principles, employees will, as a consequence, feel it is alright to do the same, thus fostering a culture of deception contrary to the stated value.
According to the encyclopedia Wikipedia:
Organizational values are beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines or expectations that prescribe appropriate kinds of behavior by employees…and control the behavior of organizational members towards one another.
(Strategic Management, Charles W. L. Hill, Gareth R. Jones, Fifth Edition, 2001 Houghton Mifflin, MeansBusiness, Inc.)
I recently met a business owner who told me that he wanted to build the profitability of his business so he could be in a position to sell in 5 years. The sales people were content with filling existing customer needs and were not pro-actively prospecting for new business in their respective territories. The business owner had accepted this for years even though he was now faced with a new personal goal for his business. Even though he had mapped out a growth plan for the next five years and communicated it to the sales people, they were not changing their behaviours to do what was required. In this case the business owner was sending a message by not responding appropriately to the performance of his sales people and thus preserving a culture of complacency.
What kind of culture exists in your organization? Does it contribute to the personal goals that you, as a leader, have or envision for yourself and your company? Do changes need to happen in your culture, values, beliefs and norms in order to stay competitive and achieve high performance in today’s radically changing business environment?
These important questions must be asked and answered by the leaders of organizations, as they are the ones who set the tone and either create or sustain the current organizational culture. For help in answering these questions, and to assess your current situation, contact us so that we may share our expertise with you and your team.
Article by Stephen Goldberg
email: sgoldberg@optimusperformance.ca
Creating a Culture of High Performance - To learn more about this author, visit Stephen Goldberg's Website.
Like this article? Share it with your friends
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 A HEALTHY COMPANY CULTURE FOR A HEALTHY BOTTOM-LINE
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| So, you want to:
• get and stay ahead of your closest competitor;
• outpace your industry’s growth trend; and
• position yourself for your most profitable year yet as the benchmark for years to come.
Easier sa... |
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Creating a Culture of High Performance
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Heroes in sport may be compared to leaders in organizations. How the members behave and perform is often a result of the example set by leadership. For instance, if a company’s set of published standards are that ... |
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Why is a company culture so important
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Market Leadership
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| Learn how to become an effective leader in today's competitive market. And start by learning the 4 steps to achieving a customer centric oriented culture. |
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Grow Your Sales Employing Three Simple Steps
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| If you're looking to grow your sales in the next 90-days, follow these three simple steps. |
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Dr. John OdaJohn Oda Ph.D NLP is a business peak performance expert, an author, and speaker frequently called upon to provide corporate training, workshops and seminars for many companies in the United States. He is an expert in coaching sales and business professionals in overcoming the behaviors and obstacles that may impede their sales results and affect their bottom line. Since 1995, John has created a speaking bureau such topics, which include: time management, sales training, human diversity, leadership programs and etc. He provides companies with a strategic plan to increase their bottom line by over 25 percent yearly. - Visit Dr. John Oda's Website |
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Michel NerayMichel Neray has over 25 years of experience as an award-winning copywriter, an Internet pioneer, a tradeshow pitchman and a senior sales and marketing executive. An online pioneer, he was one of the first marketing professionals to embrace the Internet by building websites as early as 1993. In 1994, Michel co-authored a book entitled "The Great Crossover: Personal Confidence in the Age of the Microchip", which made it to Jack Canfield's Achiever's Recommended Reading List. Michel founded Portfolios.com in 1995, the world's first online source directory for creative professionals and one of the first websites based on community generated content. Since creating The Essential Message in 2003, Michel has helped thousands of independent professionals and entrepreneurs as well as growing corporations find a better way to differentiate, position and brand themselves. In 2005, his chapter "Everything Starts With A Conversation" was selected as the lead for the book, "Sales Gurus Speak Out" and re-published in 2008 for 'Awakening The Workplace Volume 3'. He is also a co-author of "In the Company of Leaders" (2008) with 40 top North American leadership experts. - Visit Michel Neray's Website |
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 Stephen Goldberg (Visit Stephen's Website) What makes a highly effective speaker, facilitator or coach? Someone creative, flexible, engaging, knowledgeable, and committed to helping others, makes a big impact on his audience. With over thirteen years’ experience as a facilitator and coach, and a practical business and sales background, Stephen Goldberg possesses these essential qualities, and more. Creating fast-paced learning through interactive activities, and engaging listeners with humour and stories, Stephen‘s from-the-heart style of delivery responds and adapts to the specific needs of each event’s participants, entertaining while always stimulating learning and growth. The visually rich multimedia presentations that accompany his speeches capture the attention and the emotions of his audience. Read more at www.optimusperformance.ca/e n-products.php Stephen is regularly featured in articles in the Montreal Gazette Business and Working life sections. He is the owner of Optimus Performance, a successful human resources development and consulting company, and publishes its monthly e-newsletter.Sign up for it at visitor.co nstantcontact.com/email.jsp?m=110131599017 1&p=oi
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