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High performing teams and company culture meghan fluharty
- 2. • Culture defines the personality of the firm. • If culture does not meet the needs of a firms employees, performance will suffer. • Culture drives performance and is a component of the systematic approach to creating a high performing team. IMPORTANCE OF CULTURE
- 3. • Absence of a performance culture. • Performance comes from independent decisions, empowerment, and self-motivation.
- 4. CREATING A HIGH PERFORMING TEAM • Openness and Trust • Ability to Manage Differences • Maintain Simplicity and Focus • Play into Employee Strengths
- 5. • Establish a clear, meaningful, and consistent branding plan. • Engage all team members. • Create accountability. • Create uniformity.
- 6. CREATING A HIGH PERFORMING TEAM • Openness and Trust • Ability to Manage Differences • Maintain Simplicity and Focus • Play into Employee Strengths • Get rid of traditional performance appraisals “as we know them.” • Complete the total process by expectation setting, ongoing feedback and coaching. • Deal with performance management holistically. • Focus on the strengths of each individual.
- 7. • Desire to perform. • Influenced by accountability, feedback, motivation, skills and knowledge, rewards and recognition. • Foundation needs to be set by leadership. • Vulnerable leaders equate to a high performing team by allowing the team admit shortcomings and fill gaps.
- 8. • Failure to recognize the need to a cultural change will divide leadership from their employees. • Limiting employee incite and overlooking internal creativity will result in a lag in performance and moral. • When operational performance is lagging, competitors will surpass you in market share.
Editor's Notes
- Establishing a clear, meaningful, and consistent branding plan that is clearly communicated and engages all team members to ensure success, creating accountability, uniformity, and an organizational willingness to keep in line with the goals and plan set forth within the team.
- Get rid of traditional performance appraisals “as we know them.” They drain energy and time and fail to produce results. Instead of a year-end exercise, make the appraisal an integral part of the performance and development system. Complete the total process by expectation setting, ongoing feedback and coaching, and progress and achievement tracking all rolled up into a yearly snapshot, recognition and rewards, and professional development planning. Deal with performance management holistically: connect the “what’s” and the “how’s”, the strategic and the operational, at the organizational, team and individual levels. And most importantly…focus on the strengths of each individual…”discover what is unique about each person and then capitalize on it”. (Marcus Buckingham, “What Great Managers Do”, Harvard Business Review, March ’05)
- It’s in our nature as humans to want to perform, be competitive, and function to the best of our ability. Our dive for performance is influenced by accountability, feedback, motivation, skills and knowledge, rewards and recognition. These influences are interdependent. A well measured combination of these factors results in the desired performance. Creating and maintaining a performance culture requires a systemic approach to how performance both individually and in a team, setting is managed. A high performing team cannot function at full capacity without a strong foundation set by the company and it’s up to leadership to take the initiative to practice vulnerability to build the trust required to encourage employees to play upon their strengths, and admit their weaknesses so performance gaps are closed.
- It’s in our nature as humans to want to perform, be competitive, and function to the best of our ability. Our dive for performance is influenced by accountability, feedback, motivation, skills and knowledge, rewards and recognition. These influences are interdependent. A well measured combination of these factors results in the desired performance. Creating and maintaining a performance culture requires a systemic approach to how performance both individually and in a team, setting is managed. A high performing team cannot function at full capacity without a strong foundation set by the company and it’s up to leadership to take the initiative to practice vulnerability to build the trust required to encourage employees to play upon their strengths, and admit their weaknesses so performance gaps are closed.