Have you ever stopped to consider this question: What role does your organisation’s culture play in your business? You might be surprised at some of the answers you generate from considering this question, and be inspired by the understanding that emerges from your answers.
Just as companies and countries have their creditworthiness evaluated by agencies like Standard and Poors, and Moody’s, organisations can evaluate their ‘cultureworthiness’ against my 4A rating scale.
The Haka and High Performance
As a regular keynote speaker I am always paying attention to which of the points I make during a presentation are having the biggest impact on the audience.
My most popular keynote is on the New Zealand Maori Haka and the lessons it contains for creating high performance company cultures.
Peter Drucker, the world famous management Guru once said. “Organisations exist to get and keep customers.”
I love the simplicity of Drucker’s observation and yet I find that many organisations seem to spend large parts of their working day engaged in activities, meetings and planning that often have little or nothing to do with ‘getting and keeping customers.’
There is an old business adage that if your thinking inside your company is not transforming and developing as fast as the world or market place around you, your business is in trouble.
One of the ways I like to stimulate, develop and adapt my thinking is through reading books.
Do you want to know the one thing that is guaranteed to restrict your organization’s culture from becoming a High Performance Culture?
By ambiguity I mean lack of clarity across the business. CLARITY about;
I’m regularly asked to define culture and more specifically to define what defines a High Performance Culture. Both questions require a fairly long and wordy answer as culture is complex.
However most of the people who ask me to define culture are working inside busy complex organisations
The most common question I get asked in workshops, interviews or in Q & A sessions at conferences is; “What is culture?” or “How do you define culture?”
A client on my Thought Leadership Development Program introduced me to a quote by Ajay Royan, cofounder and investor in Mithril Capital Management in the U.S. The quote was “We hit our complexity budget before we reach our ability to operate at our peak”
Now I’m not a investor or venture capitalist but the quote triggered me to think that a similar concept would apply to culture.
This week I’ve been working in London and eventually found some time to visit the only tourist site of interest to me, Churchill’s underground war strategy bunker.
Long story short…. it was fascinating, but what really piqued my interest were some of Winston’s quotes.