Performance Matters: It's How You Do It

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We’ve said it before; culture in an organisation is nothing more than “the way we do things around here”. So when we hear people tell us “it is no use complaining because we know nothing will get done”, or “why should I bother, I know I’m not going to be appreciated for my efforts”, or “I’m not going to rush to get that done because no one follows up anyway” - we know that the leaders of the business are not achieving an effective culture and that the business is likely to be underperforming. We know this, because culture impacts on performance.

We’ve said it before; culture in an organisation is nothing more than “the way we do things around here”. So when we hear people tell us “it is no use complaining because we know nothing will get done”, or “why should I bother, I know I’m not going to be appreciated for my efforts”, or “I’m not going to rush to get that done because no one follows up anyway” - we know that the leaders of the business are not achieving an effective culture and that the business is likely to be underperforming. We know this, because culture impacts on performance.

There are any number of academics who have conducted sophisticated research projects to illustrate the link between culture and performance, including, Kotter & Heskitt (1992), Heskitt (1996), Jain (1998), Katzenbach (2000) and Joyce, Nohria &Roberson (2003).

In fact, Kotter & Heskitt demonstrated that organisations with adaptive (effective) cultures experienced an increase in revenues of 682%, compared peers at 166% and share prices increased by 901% compared to peers at 74%.

Separate from the academic view of performance, it is obvious to anyone who has been in a leadership role that when teams exhibit procrastination, silo mentalities, mistrust, group think, dependency, perfectionist and ‘dog eat dog’ tendencies they will be defeated every time by a team that displays the achievement behaviour of setting goals, stretch targets, learning, focus on a common purpose, coaching and is totally supportive of team members.

The greatest leadership challenge we face is how to maximise the potential of the resources at your disposal. In most businesses 95% of capital goes home each evening – if you are not building something people want to be part of, you are significantly increasing your risk and undermining your ability to generate profitable outcomes. If you are having difficulty, get some help soon.

Our people at The Strategic Practice understand building an outstanding business is hard work - always requiring substantial effort, focus and energy from the chief executive or business owner. That is why we exist – for executives undertaking change on a High Performance Journey we fulfill the role of Program Director, Facilitator, Coach, Educator, Mentor, confidant, Driver of Accountability and key supporter.

We guarantee that you will look at your business in a different light – what is the one number that focuses your business growth? How do you and your executive’s impact on others? What is the culture of your organisation? What results do you want to create? How much do you achieve, compared to how much did you plan to do?

Business performance is no different to Ferrari preparing for an F1 race where four tyres are changed, refuel, suspension adjustments and clean the drivers visor have to occur in less than ten seconds. It’s all about executing the small things. Our unique approach will ensure you have your business totally aligned and ready to pursue the High Performance Journey. Call us for more details.

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Mark Rice