A Beginner’s Guide to a High Performance Culture
Monday, August 29, 2016 4:59:54 PM

What separates an iPhone from a Nokia? What differs between an Olympian and an inter-school champion? What parts a Nike from any other brand? The answer is simple. Quality, assurance and trust. So simply put, a high performing culture promotes all three; quality, assurance and trust. That’s to give you an insight into a vast topic. But that is pretty much it. Although the name is quite self-explanatory, high performing culture actually has several components that need to be studied in depth to implement them in your organization.

If we were to sum it up in five points, the key characteristics would include:

  • Quality-employees
  • Continual Improvement
  • Long-term Orientation
  • Action Orientation
  • Quality-management

High performance culture also attributes to:

  • Higher customer satisfaction
  • Fewer Complaints
  • Improved Service
  • Increased Cooperation
  • Higher Job Satisfaction
  • Customer Loyalty

Leaders
The leaders involved in a high performance culture are talent oriented, fair and clear in their performance. They are likely to promote the most worthy and best suited people for the job, convince employees of their importance in the organization and ensure the performance expectations are cohesive and clear.

Employees
The employees engaged in a high performance culture are highly satisfied with their work culture. They emphasize on the readiness to face the new challenges and actively commit to innovation.

Another exceptional quality that is showcased by organizations inculcating the high performance culture is that they can actively acclimate to the new and dynamic business conditions. They successfully retain the best staff members and have lesser trouble in responding to the negative externalities of the economy.

To achieve the level of performance that these high performing organizations have mastered you must implement the following ingredients in your organization’s framework recipe:

Start implementing a constructive management process
The biggest impact that you can create on the sustainable growth of your organization depends on a fruitful management process. Unfortunately too many organizations continue to rely on archaic and rigid management models. If you wish to succeed then you must:

 

  • Utilize a merit based system to differ the high performers from low performers
  • Define clear performance expectations and standards of the individual employees, departments and teams.
  • Implement a transparent reward system
  • Perfectly articulate the shared objectives and goals

Create authority and empowerment
Implementing an efficient and effective performance management process enables the companies to strengthen authority and empowerment at every level of the organization. Authority and empowerment are highly lagging behind in companies where accountability and trust are either absent or weak. Organizations where the accountability and trust are strong, the employees are likely to:

  • Respond and recognize to evolving information from the marketplace
  • Produce creative ideas to stand up to the market demands and get the edge over the competition
  • Connect to the customer in a way that enriches the branded experience

Companies that successfully decentralize the decision making process and enable the employees to contribute to the organization, benefit through multiple perspectives.

Expand the leadership reach at all levels of the company
Companies that show highest level of employee engagement share a common thread from the top level of management to the bottom. The leaders in such organizations are visible and accessible. They:

  • Inspire their employees through constant and consistent communication
  • Connect the initiatives, work and changes with the direction the business is heading in
  • Provide a unified message to the employees
  • Promote respect and trust thought the organization
  • Involve every employee in the process of strategy development

The true vision of the company only begins to take shape when the leaders formulate organization wide engagement amongst the employees

Produce customer centric strategies
The real mettle of the company’s customer-centric strategies is tested on the basis of how well they connect to the company’s purpose, mission, brand, etc. So before a company creates a customer centric strategy, they must first understand the reason for formulating such a strategy. This process creates an opportunity for the leaders to increase the employee engagement in their organization.