Building a

Performance-Based

Culture

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Would you consider

your organization to

be a performance-

based organization?

a. Yes

b. No

c. No, not yet

Beyond Performance

by Scott Keller and

Colin Price

It’s not the destination – it’s the

journey that’s valuable.

Building a high performance culture is like

that. If you ONLY focus on the results, you’re

only focusing on part of the picture. It takes

BOTH building organizational performance

and organizational health.

Skills and Knowledge

Remedial

Action

Learning Performance

Management

Engagement

POOR

GOOD

LOW HIGH

Mo

tiv

atio

n &

Att

itu

de

What You’ll Learn: Five interdependent

components of high performing

organizations, including:

Customer Approach

Strategy

Leadership

Process and Structure

Culture

High Performance Organizations

It’s the culture!

It’s the

leaders!

It’s the results!

It’s me!

Do a search on

Amazon and you get…

SEARCH RESULTS:

Companies = 1,477

Teams = 3,319

Leaders = 704

Leadership = 1,051

Low performance

leadership = 34

Where is your

company compared

to where you want

to be?

a. Ahead.

b. About where we

expect.

c. Behind.

d. Truthfully – we don’t

know.

How do you know?

a. We have well-defined goals and

measure progress towards them each month.

b. We have goals and we look at

metrics about each quarter.

c. We look at metrics annually.

d. We do not have a well-defined

set of criteria to measure

organizational success.

The curious paradox is

that when I accept

myself just as I am, then I

can change.

SOURCE: Carl R. Rogers

President of American

Psychological Association, 1946

Author of, On Becoming a Person, 1961

CREATING A PERFORMANCE-BASED CULTURE

• Define success criteria.

• Set actionable goals.

• Encourage frequent and

continuous feedback.

• Review progress.

• Lead by example and

evaluate objectively.

SOME ORGANIZATIONS

PERFORM BETTER THAN

OTHERS

Can these reasons be

explained beyond theory?

Can my organization

repeat or model some of

them?!

What Do High Performing Organizations

and Teams Have in Common?

Strategy

Leadership Customer Approach

Processes and Structure Values and Beliefs

STRATEGY Organization’s performance

measures match the

organization’s strategy.

Organization’s strategic plan is

clear and well thought out.

Employees exhibit behaviors

needed to execute the strategic

plan.

Far better than most leaders, Jobs intuitively

understood the power of cultural influence in

sustaining the strategic capabilities implicit in his

perpetual vision of creating, as he put it, “an

enduring company where people were motivated

to make great products...a company that will

stand for something a generation or two from

now.

SOURCE: Jon Katzenbach , The Steve Jobs Way

Strategic Approach and

Consistency

Steve's major impact was on

the strategic direction of the

company… made this vision

a reality by overseeing the

IPO of Pixar stock in

1995…He foresaw that if

they had that capital, it

would give them the

independence to create a

body of work and to

become a brand that would

become as powerful in

entertainment as Disney.

David Price

The Pixar Touch

CUSTOMER APPROACH Customers are the most

important factor for developing

new products and services.

Organization accurately targets

its customers’ long-term needs.

Organization exceeds customers’

expectations.

Customer Approach

External focus

Philosophical

approach

Internal design

Results Rule

It’s about building

a culture where

excellence thrives.

Delivering service

to you customers.

Shameless self- promo

Check out the course in BizLibrary’s

Streaming Video Library

LEADERSHIP Clarity about organization’s

performance expectations.

Person with best skills and

knowledge promoted to roles.

Employees believe their behavior

affects the organization.

Our culture is our key

competitive

differentiator. If we

lose our culture, we

lose who we are.

SOURCE: Herb Kelleher

Chairman of Southwest Airlines

Supervisory

relationships

are the most

important

drivers of high

performance.

Engagement. Productivity.

Turnover. Satisfaction

PROCESSES

AND STRUCTURE

Organization’s performance

measures are clearly defined.

Employees receive the training

and development necessary to

do the job.

Organization keeps current with

state-of-the-art technological

advances.

Processes and Structure

Relentless drive to

improve

processes.

ENTIRE business

plan is a process!

CULTURE

VALUES

AND

BELIEFS

The organization emphasizes a

readiness to meet new

challenges.

A shared value of a commitment

to innovation.

Most employees think the

organization is a good place to

work.

Company Culture

• Deliver WOW Through

Service

• Embrace and Drive

Change

• Create Fun and A Little

Weirdness

• Be Adventurous,

Creative, and Open-

Minded

• Be Passionate and

Determined

• Be Humble

CREATING A PERFORMANCE-BASED CULTURE

• Define success criteria.

• Set actionable goals.

• Encourage frequent and

continuous feedback.

• Review progress.

• Lead by example and

evaluate objectively.

BIZLIBRARY.COM

In a world of learning and development where

complexity is the enemy, BizLibrary has developed a

to delivering high

quality learning, anywhere, anytime.

MICHAEL ROCHELLE Chief Strategy Officer

Brandon-Hall Group

BIZLIBRARY.COM

RECOMMENDED RESOURCES

Quick Talks: Dan Pink: Gaining

Engagement through Autonomy

[video]

Collaboration Creates Value [video]

Mentoring: Matching Proteges with

Mentors [video]

Criteria for Performance Excellence

[video]

Results Rule! Build a Culture that

Makes Your Team a Hero [video]

BIZLIBRARY.COM

Some recommended resources…

Leadership Lesson Video:

Being an Effective Change Leader

(3 minute video)

Leadership Lesson Video:

How Senior Leaders Can Create an

Adaptable Organization

(3 minute video)

BIZLIBRARY.COM

Free trial of the BizLibrary Collection

or Demo of Technology Solutions

6,000+ Courses. 25 Topic Areas.

Unlimited Access.

Improve your employees' performance with the

largest and fastest-growing library of on-demand

training videos and eLearning courses today!

BIZLIBRARY.COM

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl

Jessica Batz

Marketing Specialist

jbatz@bizlibrary.com

@jessbatz

@BizLibrary

Additional Resources

• The Dynamics of High Performing

Organizations, Resource Development

Systems

• Leading Change, John P. Kotter

• Leadership is an Art, Max DePree

• The Effective Executive, Peter Drucker

• The Steve Jobs Way, Strategy + Business,

May 2012