High performing organizational culture

Every leader wants to create a high performing organization. Often the success goals are clear, as well as the strategy of how to reach them. The one part that usually is missing, though, is the organizational culture. 

Without a high performing culture, the company won't reach outstanding results no matter what. 

 If you want to expand your company or make a change, the best way to get leverage is by improving the organizational culture.

Culture eats structure for breakfast. – Peter Drucker.

Managers tend to reinforce more structure when things aren't going as planned. It harms the performance of the company, though. If you measure and followed up everything, the tendency is that the result is going down.

Managers are like thermometers; they measure the company's temperature versus a leader who is more like a thermostat and turns up the "heat," i.e., the overall performance. 

The reason is that the leader focuses on the people and the culture.

Different steps of cultural change.

 Blame culture

In this culture, you blame your shortcomings on others. "-If just Lucy had given me the report on time, I would have been able to follow through."

Significant for a scared culture with no trust, is that people are just doing what they are told to do. Silos are created throughout the company, and no one takes responsibility for the overall picture. Problems tend to cascade upwards towards the top management.

Multi-directional culture.

In this culture, some departments are doing pretty well, but they do not cooperate. The greater good is not on top of everyone's priority list. It often happens in an organization where there are a lot of cost savings. Every department focuses on their own business instead of helping others to succeed.

Fine as it is culture

A company that is doing well, sometimes turn in to a satisfying state. Why do we need to change? We are producing a good profit.

Complacency is a dangerous thing, and it is the opposite of continuous improvements, which is significant for a high-performance culture.

The leadership marinated culture- (The highest level of cultural evolution)

A significant trait for high performing culture is ego-free leadership. Leaders value others' opinions and are not afraid to develop new leaders that eventually might take their place.  

The level of leadership skills trough-out the company is in direct proportion to the organization's result and performance.

The best companies, over time, have the best leaders.

These leaders radiate that everyone in the organization counts. Their leaders trust and value the people in the company.  

Since the leaders care about their people, the tendency is that people care more about each other as well. Cooperation will start flourishing, and productivity increases.

When people feel that their leaders are there for them, they are more willing to listen and commit themselves to their greater good. 

Being part of something greater than oneself, and being valued automatically generates motivation and higher performance. It also stimulates individuals to grow themselves through personal development.

Engagement goes up, and everyone takes pride in doing their job. You are all building a "Cathedral" instead of digging a hole.

People are accountable and use feedback and continuous learning as tools for sustainable growth. Cooperation is happening spontaneously, and everyone knows what to do and what is expected of them.

The leader encourages their people, even though they don't believe in themselves. It is like oxygen for their soles.

Leaders reinforce positive behavior and talk about the behaviors that create success. Soon everyone will see themselves as a high performing team and put an equivalent amount of actions into the different tasks. Massive results demand massive action. Everyone improves their game.

Everyone is invited to the new cultural change, and some will tag along, and some won't. The skeptical ones will get a second chance, but if they still aren't willing to change, they will be moved to other positions.

Poor behaviors are addressed right away, not only by the leaders but also among their co-workers. In a high performing culture, everyone counts, and everyone knows that everyone benefits through cooperation and hard work.

Leaders lead by example.

Leaders in high performing companies lead by example. They are humble and eager to learn more about themselves and others. Through action, they walk the talk and cooperate with others if they say that cooperation is essential, for example. 

Leadership is visual, and people do what people see. If you want others to show more trust, you have to be trustworthy. Be the change you want to see- Gandi.