If we are agreed that the main characteristics of High Performing Cultures are:
* The company has a vision which is articulated in the strategy, understood from top to bottom of the organisation and reflected in the values of the company
* Responsibility and accountability is clear from top to bottom and across the company – each team and each team member knows what is expected of them day to day, week to week, month to month and so on.
* People feel valued as a team member, but also as an individual
* Problem solving and providing solutions is from the bottom up. Problems are seen as an opportunity not failure.
* The organisation recognises that its employs are the route to success and change is through people, not in spite of them
How do we arrive at this position? What can an organisation do to develop and importantly, sustain a High Performance Culture?
Let’s take this one step at a time with some pretty pointed questions.
First of all, what are your values as an organization? Do they reflect and embrace a culture where people are valued whatever their role, background etc. and there is a genuine desire to improve? Are your cleaners seen as important to the success of your organisation as the CEO, the sales team, the technical team or whatever? For example does working in a clean tidy workplace help or hinder your own efforts? Maybe it is time to look at your cleaners, your facility guys, your junior apprentices those people who may not be high fliers, but perform the day to day tasks that mean your organisation can function and appreciate their contribution.
In other words, do you value people and is this a value your company embraces? If not, then you cannot even take the first step on the route to High Performance because a strategy that does not recognise what your team can do will never get off the ground.
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