It is apparent to me that leaders are often looking for that new process or procedure or tool guaranteed to create engagement and improve their results. My experience has been that, while access to the latest technology often acts as an effective catalyst, the fundamental attitudes and behaviors that make or break a team are timeless and universal. While their particular manifestations can and should change depending on each unique situation, the fundamental beliefs that undergird them invariably cultivate the sense of personal accountability that directly impacts the results that the team produces, no matter when and where they are implemented.
What do you think about when you hear about someone who has spent the better part of the past 25 years of their life abusing hard drugs and going in and out of prison? Would you be surprised if I told you that I recently met a bunch of people who fit this description, and that I could not have been more impressed with their strength of character, integrity, commitment, and leadership? Would you believe me if I said that they constitute an ideal model of how business culture should function in the world? Well, it’s true!
I have yet to come across an organization who would not want to be a High Performance Organizations (HPO) but in spite of their best intentions, very few teams make significant progress in that direction. This is partly because we often fail to design and execute a holistic process that addresses all important aspects of creating an HPO. Over the years, I have created a framework that has been customized and used to design and implement the key elements of an HPO in a variety of situations, ranging from green field operations to existing ones in different parts of their journey. In this episode, I go over 10 of the most important steps in this framework in a recap of one of my blog posts.
Have you ever wondered why, no matter what you seem to try, you just can’t seem to manage to get in action toward achieving the goals that are important to you? If you have read my posts or attended my training, you know that I place a great deal of emphasis on the value of examining and strengthening your own commitment to the outcome you want to achieve, as opposed to merely playing “whack-a-mole” with the external factors that seem to be working against you. This is because, as I like to say, you always have more success by feeding the grass rather than wasting time trying to kill the weeds.
As I explain in great detail in my book, The Transformative Leader, the desire to be a High Performance Organization (HPO) is not the distinguishing factor between companies. Everybody wants to be an HPO. It is that desire, along with the concomitant commitment, discipline and actions necessary to become one that separates the Transformative Leaders from the rest. The process of becoming an organization that systematically delivers and sustains high performance involves the creation of a High Commitment Culture (HCC).