Most organizations give considerable focus to ensuring they have the best equipment, technology, and systems. Which are all incredibly important. Unfortunately, far too many organizations neglect the most important element ... their people and their organizational culture.
People are what make an organization tick.
Place two businesses side by side, outfit them with the same equipment, technology and systems, and one will outperform the other. Why? Because of the people and the culture in the business. So how did you arrive at the culture in your organization?
Most organization cultures come about by default ... not deliberate design ... which is why so many businesses don't achieve their potential
Unfortunately for many organizations' the culture probably came about by default. They are driven by the values and beliefs of the core group of people who founded the organization, with probably little, to no, deliberate thought or systematic design of the culture.
In most organizations, much thought and planning is put into the 'technical' side of the business (how the systems and equipment work to enable people to deliver the product or service), but little, to no time, on the most important component -- engaging the hearts and minds of the people who actually make the product or deliver the service.
You could argue that you can't create a culture ... but rest assured cultures do develop, regardless of whether it happens by osmosis, or by design.
Each of these elements (and more) send clear and consistent messages to people. Messages that help them to see what they have to do, to 'get on', in this organization. They become a set of values, that are often assumed, and taken for granted, that help people to know how to behave.
Creating a High-Performance Organization Culture isn't just about helping people to feel good - but, it is one of the wonderful side benefits!
It is about designing the systems and conditions that deliver the results the shareholders and customers want by unleashing the potential of the people who work in the business
A high-performance organization culture is characterized by:
The one thing I know for sure.... for you to create a high-performance organization culture, you must be a high-performance leader. So do make sure you make use of the articles about Self-Improvement and Improving Relationships.
And, when you are ready to really fast-track your leadership career - then come along and join the Make a Dent Club
People need controlling
People want to give their best
Technology determines structure and work processes
Integration of Technical and Social Systems
Managed by rules
Led by principles
Motivated by competition
Motivated by co-operation
Organization structure is rigid and hierarchical with fixed roles
Organization structure flexible and flat; enabling people to go where talents can be used
People issues owned by H.R Department
People issues owned by line management
Reward system promotes 'climbing the ladder'
Reward system promotes achieving organizational goals and excellence
Information guarded and decisions made by management
Information shared and decisions made by the person closest to the task
Low performance tolerated
Low performance addressed quickly
Recognition of performance that supports team goals
No shared vision
Commitment of all to shared vision
Focus on short-term results
Focus on long-term success of the business
Content with static skills
Focused on growth
Commitment to sharing and applying learning & knowledge
People need to be motivated (through fear or bribes)
People feel inspired because they believe in what they are doing
One person, one job
Multi-task, multi-skill, rotate
Focused on activities
Focused on results
Have Your Say
What Else Would You Like To Learn About?