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Creating a High Performance Culture

Creating a High Performance Culture. What Drives Performance. Profitability, Productivity, Customer Satisfaction, Employee Retention. Company Performance. Teamwork. Teamwork can be analyzed by the balance of (relationships) people tension and (task) productivity tension.

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Creating a High Performance Culture

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  1. Creating a High Performance Culture

  2. What Drives Performance Profitability, Productivity, Customer Satisfaction, Employee Retention Company Performance Teamwork Teamwork can be analyzed by the balance of (relationships) people tension and (task) productivity tension.

  3. Task/People Tension Task Tension People Tension 50%

  4. Task/People Tension Task Tension People Tension 95%

  5. What Drives Performance Relationship based leadership practices have the greatest long term impact on workplace culture and performance. Profitability, Productivity, Customer Satisfaction, Employee Retention Leadership Practices Company Performance Workplace Culture Teamwork Teamwork can be analyzed by the balance of (relationships) people tension and (task) productivity tension. Workplace culture is defined by the combination of the artifacts, values, and the underlying perceptions in an organization.

  6. Leadership Practices • Provide clear work expectations

  7. Southwest Airlines Vision The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. To Our Employees We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.

  8. Leadership Practices • Provide clear work expectations • Focus on Strengths

  9. “Soar with your Strengths” By Don Clifton 300 wpm 90 wpm 6 week speed reading course 130 wpm 1500 wpm $$

  10. Leadership Practices • Provide a compelling Vision • Focus on strengths • Build relational coordination

  11. Building Productive Relationships What you show the outside world, your talents, gifts and preferences. What‘s underneath, the skills that are less developed that you do not feel comfortable showing the outside world.

  12. Different or Difficult “Gut” Reaction Analyze GATHER & DECIDE Routine “Whatever” WORK STYLE Just Do It Do it Right DETAILS External Internal ENERGY

  13. Leadership Practices • Provide a compelling vision • Focus on strengths • Build relational coordination • Give frequent recognition and praise

  14. Who Gets More Attention? 60% 20% 20%

  15. Leadership Practices • Provide a compelling vision • Focus on strengths • Build relational coordination • Give frequent recognition and praise • Be a positive role model • Encourage continuous learning & development

  16. Components of Culture Artifacts Visible Organizational Structures Values Strategies, Goals, Philosophies Perceptions Thoughts, Feelings and Beliefs

  17. A Culture of Care CUSTOMER Supervisor CEO Manager Director Vice President Executive CEO BOD

  18. A Culture of Accountability Responsibility 0% 100% Power/Influence 0% 100% Victim

  19. Victim Mentality at Work

  20. A Culture of Accountability Responsibility 0% 100% Power/Influence 0% 100% Victim Owner Freedom/Success

  21. Influencing Behavior Beliefs Behaviors “values” Perceptions Perceptions Behaviors “values” Beliefs “Influence: the art of getting someone else to do something you want done because they want to do it.” --Dwight D. Eisenhower

  22. What People Notice • “The 4 Minute Sell” Research by Jane Elsa • Skin Color • Gender • Age • Appearance • Facial Expression • Eye Contact • Body Movement • Personal Space

  23. The Basics of Communication 55 Gestures ______% Tone ______% Words ______% 38 7

  24. “TEAM” Model rust • T • E • A • M ( Rely on ) ( Skills & Abilities) xpertise ( Commitment ) lignment ( Accountability ) easurement

  25. Team Motivation Team Motivation Motivation Measurement Accountability Buy-in Alignment Commitment Relationship Expertise Trust Task People

  26. Team Alignment

  27. The Relationship Trap Perception Behavior Intentions Values

  28. Research Basis • Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press. • Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass • Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377.

  29. Thank You! Jason Young LeadSmart, Inc. 6757 Arapaho Road Suite 711-132 Dallas, Texas 75248 877-995-2273 toll free Email: jyoung@leadsmart.com

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