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.
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.’
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 was waiting at a business’s service counter recently and noticed, on the wall behind the counter, there was a sign proclaiming the company’s commitment to their customers. Specifically it mentioned how the company ‘Loved’ and ‘Cared’ for its customers. The reality of the service I experienced suggested differently.
Many organisations talk about loving and really caring for their customers. But of course organisations can’t love or care for customers,
Four Keys For A High Performance Culture
Developing a high performance culture can be a daunting challenge for organisations given they have so many other pressing demands on time, attention and communication simply to keep the business running.
Too many organisations invest time, money and energy working on or measuring their company culture based on criteria set by external consultants and academics. They overlook the most crucial performance issue of any organisations culture, the degree to which the culture currently aligns to inspire a performance capable of delivering the business strategy.
Cultures are often over generalised. We hear people make statements such as. German culture is efficient. Fijian culture is friendly. Japanese culture is symbolic and ritualised.
Staff engagement is known to have a significant impact on many aspects of an organisation’s performance, including: productivity, sales, quality assurance, customer satisfaction, and results.
The need for ongoing, intensive management intervention into peoples’ daily performance in the workplace, is the price many organisations pay for having a poorly developed and undefined workplace culture.