Building Performance Culture
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Building Performance Culture

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Building Performance Culture Building Performance Culture Presentation Transcript

  • Building and Sustaining a High Performance Culture: The daily words, actions, behaviors, and decisions that guide and reinforce who you want to be Copyright 2006 Pure Culture Consulting Inc.
  • High Performance Culture
    • The first question:
    • Do you believe that there is a relationship
    • between an organization’s success and
    • its commitment to culture?
  • High Performance Culture
    • The second question:
    • If you send yes, does your financial model
    • reflect your belief?
  • High Performance Culture
    • The two culture themes for today are:
    • 1. The importance of clarity
    • 2. The importance of alignment
  • High Performance Culture
    • Organization culture is ultimately about your belief system…and it is shared!
  • High Performance Culture
    • How does culture impact your performance?
  • High Performance Culture
    • How does culture impact your performance?
  • High Performance Culture
    • Why Do Senior Leaders Join, Stay with, or Leave
    • a Company?
    • - 58% Values and Culture
    • - 56% Freedom and Autonomy
    • - 51% Job has Exciting Challenges
    • - 50% Well Managed
    • - 39% Career Advancement
    • Source: “The War for Talent,” McKinsey & Company 1998 (5,679 respondents from 77 U.S. based Companies
  • High Performance Culture
    • The State of Organization Culture in America!
    • Fast Company Magazine
    • Survey:
    • My workplace is toxic: 48%
    • My workplace values people: 52%
  • High Performance Culture
    • How does a culture form?
    • 1. The belief system and style of the original leader(s)
    • becomes embedded into the daily operation.
    • 2. The external environment shapes the behaviors
    • needed for initial success.
    • 4. Traditions emerge and relationships are created
    • that define the business.
    • 5. Leaders and employees pass down the rules to new
    • team members.
  • High Performance Culture
    • Characteristics of change-ready cultures:
    • 1. The senior team has credibility
    • 2. Leaders and employees are in a state of readiness
    • 3. The organization manages transition well.
    • 4. Clarity about direction is never in question
  • High Performance Culture
    • Culture Shaping Moments:
    • “ Every breathe you take, every move you make, they are watching you!”
  • High Performance Culture
    • Culture Shaping Moments:
    • The daily words, behavior, events, and decisions that reinforce who you want to be
  • High Performance Culture
    • 8 Principles for Shaping Organization Culture:
    • 1. Craft a clear, aligned game plan
    • 2. Select and develop a team that models the game plan
    • 3. Relentlessly communicate and teach the game plan to the
    • team
    • 4. Establish appropriate performance measures and targets
    • 5. Reward, celebrate, and discipline the right things
    • 6. Keep your listening systems well-oiled… and use them
    • 7. Monitor the shelf life of your systems, talent, products, and
    • services
    • 8. Integrate internal and external branding
  • High Performance Culture
    • Alignment Model
    Clear Game plan Select Educate Reward Listen Measure Reinvent Brand
  • Principle 1: Craft a clear, aligned game plan
    • Creating Alignment
    • Recent research on execution:
    • Companies typically only realize about 60% of their strategies potential value because of defects and breakdowns in planning and execution.
    • Michael C. Mankins and Richard Steele
    • Harvard Business Review
  • Principle 1: Craft a Clear, Aligned Game Plan
    • Recent research on employees in organizations states:
    • 37% say they have a clear understanding of what the organization is trying to achieve and why
    • 20% say they are enthusiastic about their team and organization goals
    • 20% said they have a clear “line of sight” between their tasks and their team’s and organization’s goals
    • Source: Stephen Covey
    • The 8 th Habit
  • Principle 1: Craft a Clear, Aligned Game Plan
    • Rain Dancer Restaurant
    • Ft. Lauderdale, Florida
    • 1973
    • Create Experienced
    • Meaningfulness!
  • Principle 1: Craft a Clear, Aligned Game Plan
    • The Game Plan
    Vision Core Strategies Team Values Key Initiatives
  • Principle 1: Craft a Clear, Aligned Game Plan
    • The Vision
    • - Bold
    • - Inspiring
    • - Easy to say
    • - 10 year shelf-
    • life
  • Principle 1: Craft a Clear, Aligned Game Plan
    • Core Strategies
    • What do you want to be great at?
    • - Great Service
    • - Low Prices
    • - Cool Atmosphere
    • - Convenience
    • - World Class Quality
    • - Sustainability
  • Principle 1: Craft a Clear, Aligned Game Plan
    • Team Values
    • Articulate clear team values that support your vision
    • - Discipline
    • - Respectful
    • - Humble
    • - Honest
    • - Resilient
  • Principle 2: Select and develop a team that supports and executes the game plan.
    • Technical capabilities
    • Leadership Style and values alignment
    • Branding for Talent
  • Principle 2: Select and develop a team that supports and executes the game plan.
  • Low Extent High Extent Source: B.Z. Posner and W.H. Schmidt, Journal of Business Ethics
  • Principle 3: Relentlessly communicate and teach the game plan to the troops
    • - Core curriculum
    • - Intranet
    • - Leadership workshops
    • - Rallies that reinvigorate
    • - Senior team involvement
  • Principle 4: Establish appropriate measures and targets
    • Case Study: AAA and Mobile Travel Guide
    • Measures and targets:
    • - Bags should arrive in the room within 10 minutes of check-in
    • - Coffee cups should never be empty for more than 30 seconds
    • - Employees should use the quest’s name when interacting
  • Principle 5: Reward, celebrate, and discipline the right things
    • Embed into performance management system
    • Celebrate best practices and outcomes
    • Write Hand written notes
    • Zero tolerance
  • Principle 6: Keep your listening systems well-oiled
    • Build formal listening infrastructure
    • Use anecdotal feedback
    • Don’t get defensive! Leave ego at door.
  • A B birth of company death of company performance problems renewal High Performance Culture
  • Principle 8: Integrate internal and external branding
    • The language you use
    • What hangs on the walls
    • The clothes worn
    • Community sponsored
    • events
    • The colors in office
    • The annual report
  • High Performance Culture
    • The two culture themes for today were:
    • 1. The importance of clarity
    • 2. The importance of
    • alignment