Presenters     Chris Osborn     Vice President of Marketing     cosborn@bizlibrary.com     Jessica Batz     Marketing Spec...
It’s not the destination – it’s the journeythat’s valuable.Building a high performance culture is likethat. If you ONLY fo...
Talent Management               GOOD                                                 PerformanceMotivation & Attitude     ...
High Performance Organizations                       It’s the                      leaders!  It’s the culture!            ...
Search Results:  Companies = 1,477  Teams = 3,319  Leaders = 704  Leadership = 1,051  Low performance leadership = 34http:...
POLL QUESTION                        A.   Ahead.                        B.   About where we expect.Where is your          ...
POLL QUESTION      A. We have well-defined goals and                      measure progress towards them                   ...
Self-AwarenessThe curious paradox isthat when I acceptmyself just as I am,then I can change.Carl R. RogersPresident of Ame...
Creating a Performance-Based Culture1.       Clearly define success criteria         Set actionable individual goals tied ...
Some organizationsperform better thanothers.• Can these reasons be  explained beyond theory?• Can my organization  repeat ...
What Do High Performing Organizations    and Teams Have in Common?                       Strategy Customer Approach       ...
Strategy     Organization-wide performance measures1.   match the organization’s strategy.     Organization’s strategic pl...
Strategic Approach and ConsistencyFar better than most leaders, Jobs intuitively understood thepower of cultural influence...
Strategic Approach and Consistency
Customer Approach       Customer information, needs and challenges are1.     the most important factor for developing new ...
Customer ApproachExternal focusPhilosophical approachInternal design
Results RuleIt’s about building a culturewhere excellence thrives.
Leadership     Clarity about organization’s performance1.   expectations.     Person with best skills and knowledge2.   pr...
Leadership“Our culture is our key competitive differentiator. If we lose ourculture, we lose who we are.”                 ...
Supervisory relationships are the most important drivers of high performance.Engagement. Productivity. Turnover. Satisfact...
Processes and Structure         Organization’s performance measures are1.       clearly defined.         Employees receive...
Processes and Structure       Relentless drive to improve       processes        ENTIRE business plan is a        process!
Culture – Values and Beliefs         The organization emphasizes a readiness1.       to meet new challenges.         A sha...
Company Culture•   Deliver WOW Through Service•   Embrace and Drive Change•   Create Fun and A Little Weirdness•   Be Adve...
Creating a Performance-Based Culture1.       Clearly define success criteria         Set actionable individual goals tied ...
Using Performance Management ToolsOnline performance reviewsGoal managementCompetency alignment360˚ assessmentsPerformance...
Online Training Resources          E-learning Courses:          • Establishing Team Goals              and Responsibilitie...
Contact us  Chris Osborn  Vice President of Marketing  cosborn@bizlibrary.com  Jessica Batz  Marketing Specialist  jbatz@b...
Additional Resources• The Dynamics of High Performing  Organizations, Resource Development  Systems• Leading Change, John ...
Building a Performance-Based Culture [webinar 01.10.13]
Building a Performance-Based Culture [webinar 01.10.13]
Building a Performance-Based Culture [webinar 01.10.13]
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Building a Performance-Based Culture [webinar 01.10.13]

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Building a Performance-Based Culture [webinar 01.10.13]

  1. 1. Presenters Chris Osborn Vice President of Marketing cosborn@bizlibrary.com Jessica Batz Marketing Specialist jbatz@bizlibrary.com@BizLibrary
  2. 2. It’s not the destination – it’s the journeythat’s valuable.Building a high performance culture is likethat. If you ONLY focus on the results,you’re only focusing on part of the picture.It takes BOTH building organizationalperformance and organizational health. Beyond Performance by Scott Keller and Colin Price
  3. 3. Talent Management GOOD PerformanceMotivation & Attitude Learning Management Remedial Action Engagement POOR LOW Skills and Knowledge HIGH
  4. 4. High Performance Organizations It’s the leaders! It’s the culture! It’s me!It’s the results!
  5. 5. Search Results: Companies = 1,477 Teams = 3,319 Leaders = 704 Leadership = 1,051 Low performance leadership = 34http://100bestbiz.com/more-on-the-100-best/
  6. 6. POLL QUESTION A. Ahead. B. About where we expect.Where is your C. Behind.company compared to D. Truthfully – we don’twhere you want to be? know.
  7. 7. POLL QUESTION A. We have well-defined goals and measure progress towards them each month.How do you know? B. We have goals and we look at metrics about each quarter. C. We look at metrics annually. D. We do not have a well-defined set of criteria to measure organizational success.
  8. 8. Self-AwarenessThe curious paradox isthat when I acceptmyself just as I am,then I can change.Carl R. RogersPresident of American Psychological Association, 1946Author of, On Becoming a Person, 1961
  9. 9. Creating a Performance-Based Culture1. Clearly define success criteria Set actionable individual goals tied to2. organizational goals. Encourage frequent and continuous3. feedback. Be timely and review progress4. regularly Lead by example and evaluate5. objectively.
  10. 10. Some organizationsperform better thanothers.• Can these reasons be explained beyond theory?• Can my organization repeat or model some of them?!
  11. 11. What Do High Performing Organizations and Teams Have in Common? Strategy Customer Approach Leadership Processes and Structure Values and Beliefs
  12. 12. Strategy Organization-wide performance measures1. match the organization’s strategy. Organization’s strategic plan is clear and2. well thought out. Employees exhibit behaviors needed to3. execute the strategic plan.
  13. 13. Strategic Approach and ConsistencyFar better than most leaders, Jobs intuitively understood thepower of cultural influence in sustaining the strategic capabilitiesimplicit in his perpetual vision of creating, as he put it, “anenduring company where people were motivated to make greatproducts...a company that will stand for something a generation or two from now.” It’s hard to argue with that aspiration; timew will tell whether Apple makes it happen.. Jon Katzenbach The Steve Jobs Way
  14. 14. Strategic Approach and Consistency
  15. 15. Customer Approach Customer information, needs and challenges are1. the most important factor for developing new products and services. Organization accurately targets its2. customers’ long-term needs. Organization exceeds customers’3. expectations.
  16. 16. Customer ApproachExternal focusPhilosophical approachInternal design
  17. 17. Results RuleIt’s about building a culturewhere excellence thrives.
  18. 18. Leadership Clarity about organization’s performance1. expectations. Person with best skills and knowledge2. promoted to roles. Employees believe their behavior affects3. the organization.
  19. 19. Leadership“Our culture is our key competitive differentiator. If we lose ourculture, we lose who we are.” Herb Kelleher – Chairman of Southwest Airlines
  20. 20. Supervisory relationships are the most important drivers of high performance.Engagement. Productivity. Turnover. Satisfaction
  21. 21. Processes and Structure Organization’s performance measures are1. clearly defined. Employees receive the training and2. development necessary to do the job. Organization keeps current with state-of-3. the-art technological advances.
  22. 22. Processes and Structure Relentless drive to improve processes ENTIRE business plan is a process!
  23. 23. Culture – Values and Beliefs The organization emphasizes a readiness1. to meet new challenges. A share value of a commitment to2. innovation. Most employees think the organization is3. a good place to work.
  24. 24. Company Culture• Deliver WOW Through Service• Embrace and Drive Change• Create Fun and A Little Weirdness• Be Adventurous, Creative, and Open-Minded• Be Passionate and Determined• Be Humble Decision-making authority close to front lines Collaborative – NOT command and control
  25. 25. Creating a Performance-Based Culture1. Clearly define success criteria Set actionable individual goals tied to2. organizational goals. Encourage frequent and continuous3. feedback. Be timely and review progress4. regularly Lead by example and evaluate5. objectively.
  26. 26. Using Performance Management ToolsOnline performance reviewsGoal managementCompetency alignment360˚ assessmentsPerformance feedbackPeer recognition
  27. 27. Online Training Resources E-learning Courses: • Establishing Team Goals and Responsibilities • Using Feedback to Improve Team Performance Streaming Videos: • Results Rule! Results Rule! Build a Culture that Makes Your Team a Hero • Workplace Leadership
  28. 28. Contact us Chris Osborn Vice President of Marketing cosborn@bizlibrary.com Jessica Batz Marketing Specialist jbatz@bizlibrary.com
  29. 29. Additional Resources• The Dynamics of High Performing Organizations, Resource Development Systems• Leading Change, John P. Kotter• Leadership is an Art, Max DePree• The Effective Executive, Peter Drucker• The Steve Jobs Way, Strategy + Business, May 2012

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