creating a high performance culture. company performance teamwork teamwork can be analyzed by the...
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Creating a High Performance Culture
Company Performance
Teamwork
Teamwork can be analyzed by the balance of (relationships) people tension and (task) productivity tension.
Profitability, Productivity,Customer Satisfaction, Employee Retention
What Drives Performance
Task/People Tension
Task Tension People Tension
50%
Task/People Tension
Task Tension People Tension
95%
Company Performance
Teamwork
Teamwork can be analyzed by the balance of (relationships) people tension and (task) productivity tension.
Workplace culture is defined by the combination of the artifacts, values, and the underlying perceptions in an organization.
Profitability, Productivity,Customer Satisfaction, Employee Retention
What Drives Performance
Leadership Practices
Workplace Culture
Relationship based leadership practices have the greatest long term impact on workplace culture and performance.
• Provide clear work expectations
Leadership Practices
Southwest Airlines Vision
The vision of Southwest Airlines …is dedication to the highest quality of Customer Service
delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.
To Our EmployeesWe are committed to provide our Employees a stable work
environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for
improving the effectiveness of Southwest Airlines.
Above all, Employees will be provided the same concern, respect, and
caring attitude within the organization that they are expected to share externally with every Southwest Customer.
• Provide clear work expectations
• Focus on Strengths
Leadership Practices
90 wpm 300 wpm
6 week speed reading course
130 wpm 1500 wpm
“Soar with your Strengths”
By Don Clifton
$$
• Provide a compelling Vision
• Focus on strengths
• Build relational coordination
Leadership Practices
Building Productive Relationships
What you show the outside world, your talents, gifts
and preferences.
What‘s underneath, the skills that are less developed that you do not feel comfortable showing the outside world.
Different or Difficult
External
Just Do It
“Whatever”
Routine
“Gut” Reaction
Do it Right
Internal ENERGY
WORK STYLE
GATHER & DECIDE
DETAILS
Analyze
• Provide a compelling vision
• Focus on strengths
• Build relational coordination
• Give frequent recognition and praise
Leadership Practices
20% 20%60%
Who Gets More Attention?
• Provide a compelling vision
• Focus on strengths
• Build relational coordination
• Give frequent recognition and praise
• Be a positive role model
• Encourage continuous learning & development
Leadership Practices
Artifacts
Values
Perceptions
Visible Organizational Structures
Strategies, Goals, Philosophies
Thoughts, Feelings and Beliefs
Components of Culture
CEO
Manager
Director
Vice President
Executive
CEO
CUSTOMER
BOD
A Culture of Care
Supervisor
0% 100%
100%0%
Responsibility
Victim
Power/Influence
A Culture of Accountability
Victim Mentality at Work
0% 100%
100%0%
Responsibility
Victim
Power/Influence
A Culture of Accountability
Owner
Freedom/Success
Perceptions
Behaviors
Beliefs
Beliefs
“values”
“values”
“Influence: the art of getting someone else to do something you want done because they want to do it.”
--Dwight D. Eisenhower
Influencing Behavior
Behaviors
Perceptions
What People Notice
“The 4 Minute Sell” Research by Jane Elsa
• Skin Color• Gender• Age• Appearance• Facial Expression• Eye Contact• Body Movement• Personal Space
The Basics of Communication
Gestures ______%
Tone ______%
Words ______%
55
38
7
1. T
2. E
3. A
4. M
( Rely on )
( Skills & Abilities)
( Commitment )
( Accountability )easurement
rust
xpertise
lignment
“TEAM” Model
Team Motivation
Task People
Expertise Trust
Alignment Commitment
Measurement Accountability
Team Motivation
Relationship
Buy-in
Motivation
Team Alignment
Values
Perception
Behavior
Intentions
The Relationship Trap
• Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press.
• Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass
• Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377.
• Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press.
• Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass
• Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377.
Research Basis
Thank You!
Jason YoungJason YoungLeadSmart, Inc.
6757 Arapaho Road
Suite 711-132
Dallas, Texas 75248
877-995-2273 toll free
Email: [email protected]
LeadSmart, Inc.
6757 Arapaho Road
Suite 711-132
Dallas, Texas 75248
877-995-2273 toll free
Email: [email protected]