Fundamentals to build a High Performance Culture
- January 22, 2016
- Posted by:
- Category: Blog
For an organisation to achieve its vision, an organisation must look to its workforce to help deliver the vision by building a strong culture based on its core values.
Organisations seeking to remain commercially competitive can achieve only so much with improving systems and processes within an organisation or defining an excellent business strategy. To become more innovative, productive, diverse, safe, and skilled or to improve quality of the goods and services offered requires a greater level of engagement of the people working within the organisation. The level of engagement is driven through the culture that exists within the organisation. Quite often we overlook the causal factors when things fail.
How many organisations develop a brilliant strategy and then fail to execute?
- How many embark on a major change that does not get successfully implemented or takes too long?
- How many leaders sit at the executive table where good decisions were made, agreements achieved, commitments made, then only to watch, perplexed, as little or nothing happens?
- How often do we see creative ideas and innovative plans become stymied by bureaucratic processes and energy-draining efforts? In most cases the cause is the absence of a performance culture.
Key Fundamentals to build a high-performance culture
A simple “V-S-C” framework can do wonders to build a high-performance culture. Simply put, an organisation needs to assess the performance culture across its:
- Vision and values
- Systems and structures
- Capability and credibility
1. Vision and values – Build a shared meaning
For people to be interested enough in the future of the organisation they need to feel that what they do is important. People need to feel that their effort is making a difference. They need to feel that what they do is worthwhile.
2. Systems and structures – Allow people to get involved
The structure of an organisation represents the division of functions and roles. The key focus is how these functions and roles interrelate and coordinate to create a whole and how the structure facilitates or inhibits opportunities for people to influence what happens and the extent to which they are involved in helping the organisation improve the way it operates. Staff members must be given the opportunity to provide input to the decision making process. For innovation to occur, people need to believe that they can challenge the status quo and that their voices will be listened to.
3. Capability and credibility – Give people autonomy & great leaders to do their jobs well
All the systems in the world will only be as good as the people employed or engaged to give effect to those systems and structures. Having people, senior leaders (and indeed all leaders) with the right capability to lead and manage performance (and even inspire high-performance) is essential.
However, even with highly-capable leaders and managers, organisations need to regularly watch out for these individuals having the necessary “credibility” within the rest of the organisation. Do they walk the talk? Are they themselves performing in the manner that resonates with the high-performance mantra?
Organisations that perform well, against the benchmark have constructive cultures that lead to: – 27% better teamwork – 68% better cross-functional coordination – Staff that are 76% more motivated – Staff are 35% more satisfied in their roles, and – The organisation is rated as being 45% more adaptable to changes in its external environment (innovation)
Connect with our expert team at Fourth Quadrant today to discover how we can help your organisation succeed through quality talent and people management.
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