Presenters

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

Jessica Batz

Marketing Specialist

jbatz@bizlibrary.com

@BizLibrary

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.

Beyond Performance

by Scott Keller and Colin Price

Talent Management

Learning Performance

Management

Engagement Remedial Action

POOR

GOOD

LOW HIGH Skills and Knowledge

Mo

tiva

tio

n &

Att

itu

de

High Performance Organizations

It’s the culture!

It’s the

leaders!

It’s the results!

It’s me!

http://100bestbiz.com/more-on-the-100-best/

Search Results:

Companies = 1,477

Teams = 3,319

Leaders = 704

Leadership = 1,051

Low performance leadership = 34

POLL QUESTION

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.

POLL QUESTION

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.

Carl R. Rogers President of American Psychological Association, 1946

Author of, On Becoming a Person, 1961

The curious paradox is

that when I accept

myself just as I am,

then I can change.

Self-Awareness

Clearly define success criteria 1.

Set actionable individual goals tied to

organizational goals. 2.

Encourage frequent and continuous

feedback. 3.

Be timely and review progress

regularly 4.

Lead by example and evaluate

objectively. 5.

Creating a Performance-Based Culture

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-wide performance measures match the organization’s strategy. 1.

Organization’s strategic plan is clear and

well thought out. 2.

Employees exhibit behaviors needed to

execute the strategic plan. 3.

Strategic Approach and Consistency

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.” It’s hard to

argue with that aspiration; time

w will tell whether Apple makes

it happen..

Jon Katzenbach

The Steve Jobs Way

Strategic Approach and Consistency

Customer Approach

Customer information, needs and challenges are

the most important factor for developing new

products and services. 1.

Organization accurately targets its

customers’ long-term needs. 2.

Organization exceeds customers’

expectations. 3.

Customer Approach

External focus

Philosophical approach

Internal design

Results Rule

It’s about building a culture

where excellence thrives.

Clarity about organization’s performance

expectations. 1.

Person with best skills and knowledge

promoted to roles. 2.

Employees believe their behavior affects

the organization. 3.

Leadership

Leadership

“Our culture is our key competitive differentiator. If we lose our

culture, we lose who we are.”

Herb Kelleher – Chairman of Southwest Airlines

Supervisory relationships

are the most important

drivers of high

performance.

Engagement. Productivity. Turnover. Satisfaction

Organization’s performance measures are

clearly defined. 1.

Employees receive the training and

development necessary to do the job. 2.

Organization keeps current with state-of-

the-art technological advances. 3.

Processes and Structure

Processes and Structure

Relentless drive to improve

processes

ENTIRE business plan is a

process!

The organization emphasizes a readiness

to meet new challenges. 1.

A share value of a commitment to

innovation. 2.

Most employees think the organization is

a good place to work. 3.

Culture – Values and Beliefs

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

Collaborative – NOT command

and control

Decision-making authority

close to front lines

Clearly define success criteria 1.

Set actionable individual goals tied to

organizational goals. 2.

Encourage frequent and continuous

feedback. 3.

Be timely and review progress

regularly 4.

Lead by example and evaluate

objectively. 5.

Creating a Performance-Based Culture

Using Performance Management Tools

Online performance reviews

Goal management

Competency alignment

360˚ assessments

Performance feedback

Peer recognition

Online Training Resources

E-learning Courses:

• Establishing Team Goals

and Responsibilities

• Using Feedback to

Improve Team

Performance

Streaming Videos:

• Results Rule! Results Rule!

Build a Culture that Makes

Your Team a Hero

• Workplace Leadership

Contact us

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

Jessica Batz

Marketing Specialist

jbatz@bizlibrary.com

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