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5 Ways to Build a Performance-Based Culture - Webinar 11.20.13

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In today's challenging business environment, why is it that some organizations perform better than others? …

In today's challenging business environment, why is it that some organizations perform better than others?

There are countless models, books, research, blog posts and boot camps that analyze the differences, but how can we make it practical? Can these reasons be explained beyond theory?

What you'll learn:
* 5 interdependent components of high performing organizations, including strategy, leadership, customer approach, process and structure and culture
* How you can apply them at an organizational, team and individual level.

Published in: Business, Education
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Transcript

  • 1. Building a Performance-Based Culture
  • 2. 4,064 Courses. 25 Topic Areas. Unlimited Access. BIZLIBRARY.COM
  • 3. POLL QUESTION Would you consider your organization to be a performancebased organization? A. Yes B. No C. No, not yet.
  • 4. It’s not the destination – it’s the journey that’s valuable. Building a high performance culture is like that. If you ONLY focus on the results, you’re only focusing on part of the picture. It takes BOTH building organizational performance and organizational health. Beyond Performance by Scott Keller and Colin Price
  • 5. Motivation & Attitude GOOD Learning Performance Management Remedial Action Engagement POOR LOW Skills and Knowledge HIGH
  • 6. Five interdependent components of high performing organizations, including: WHAT YOU’LL LEARN: Strategy Customer Approach Leadership Process and Structure Culture How you can apply them at an organizational, team and individual level.
  • 7. High Performance Organizations It’s the leaders! It’s the culture! It’s me! It’s the results!
  • 8. Do a search on Amazon and you get… SEARCH RESULTS: Companies = 1,477 Teams = 3,319 Leaders = 704 Leadership = 1,051 Low performance leadership = 34
  • 9. POLL QUESTION Where is your company compared to where you want to be? A. Ahead. B. About where we expect. C. Behind. D. Truthfully – we don’t know.
  • 10. POLL QUESTION How do you know? A. We have well-defined goals and measure progress towards them each month. B. We have goals and we look at metrics about each quarter. C. We look at metrics annually. D. We do not have a welldefined set of criteria to measure organizational success.
  • 11. Self-Awareness The curious paradox is that when I accept myself just as I am, then I can change. Carl R. Rogers President of American Psychological Association, 1946 Author of, On Becoming a Person, 1961
  • 12. CREATING A PERFORMANCEBASED CULTURE Clearly define success criteria. Set actionable individual goals tied to organizational goals. Encourage frequent and continuous feedback. Be timely and review progress. Lead by example and evaluate objectively.
  • 13. Some organizations perform better than others. Can these reasons be explained beyond theory? Can my organization repeat or model some of them?!
  • 14. What Do High Performing Organizations and Teams Have in Common? Strategy Customer Approach Processes and Structure Leadership Values and Beliefs
  • 15. STRATEGY Organization’s performance measures match the organization’s strategy. Organization’s strategic plan is clear and well thought out. Employees exhibit behaviors needed to execute the strategic plan.
  • 16. Strategic Approach and Consistency Far better than most leaders, Jobs intuitively understood the power of cultural influence in sustaining the strategic capabilities implicit in his perpetual vision of creating, as he put it, “an enduring company where people were motivated to make great products...a company that will stand for something a generation or two from now. Jon Katzenbach The Steve Jobs Way
  • 17. Strategic Approach and Consistency Steve's major impact was on the strategic direction of the company… made this vision a reality by overseeing the IPO of Pixar stock in 1995…He foresaw that if they had that capital, it would give them the independence to create a body of work and to become a brand that would become as powerful in entertainment as Disney. David Price The Pixar Touch
  • 18. CUSTOMER APPROACH Customers are the most important factor for developing new products and services. Organization accurately targets its customers’ long-term needs. Organization exceeds customers’ expectations.
  • 19. Customer Approach External focus Philosophical approach Internal design
  • 20. Results Rule It’s about building a culture where excellence thrives. Delivering service to you customers. Shameless self- promo Check out the course in BizLibrary’s Streaming Video Library
  • 21. LEADERSHIP Clarity about organization’s performance expectations. Person with best skills and knowledge promoted to roles. Employees believe their behavior affects the organization.
  • 22. Leadership Our culture is our key competitive differentiator. If we lose our culture, we lose who we are. Herb Kelleher Chairman of Southwest Airlines
  • 23. Supervisory relationships are the most important drivers of high performance. Engagement. Productivity. Turnover. Satisfaction
  • 24. Organization’s performance measures are clearly defined. PROCESSES AND STRUCTURE Employees receive the training and development necessary to do the job. Organization keeps current with state-of-theart technological advances.
  • 25. Processes and Structure Relentless drive to improve processes ENTIRE business plan is a process!
  • 26. The organization emphasizes a readiness to meet new challenges. CULTURE VALUES & BELIEFS A shared value of a commitment to innovation. Most employees think the organization is a good place to work.
  • 27. Company Culture • Deliver WOW Through Service • Embrace and Drive Change • Create Fun and A Little Weirdness • Be Adventurous, Creative, and OpenMinded • Be Passionate and Determined • Be Humble
  • 28. Clearly define success criteria CREATING A PERFORMANCEBASED CULTURE Set actionable individual goals tied to organizational goals. Encourage frequent and continuous feedback. Be timely and review progress. Lead by example and evaluate objectively
  • 29. RECOMMENDED RESOURCES Quick Talks: Dan Pink: Gaining Engagement through Autonomy [video] Collaboration Creates Value [video] Mentoring: Matching Proteges with Mentors [video] Criteria for Performance Excellence [video] Results Rule! Build a Culture that Makes Your Team a Hero [video] BIZLIBRARY.COM
  • 30. Try us out free for 30-days 4,000+ Courses. 25 Topic Areas. Unlimited Access. Cloud-based Learning and Performance Technology. BIZLIBRARY.COM
  • 31. 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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