A profound organizational leadership premeditates a high performance workforce that brings the entire organization to an upbeat of productivity.
Leadership requires trust. Trust can come from position, it is more enduring however when it comes from predictability and even more enduring when it comes from respect between the leader and the subordinate.
Characteristics of a High Performing Organization:
1. Client focused.
2. Decentralized structure with autonomous self-regulating work units.
3. Owned a structured planning and coordinating processes done by work teams who are closest to the work being done.
4. Uses broadly defined jobs with employees possessing multiple skills.
5. High Performance organizations have boundaries which are defined by task inter-relationships.
6. High Performance organizations focus on training the total employee.
7. High Performance organizations view their employees as partners in the business.
A high-performing organization identifies a blue pint of structured programs to where they are going. Its leaders set a clear principle and course at all levels so that everyone will find the idea - of where the business is heading and what they must personally do to help the organization to complete the objectives.
Comprehensible objective as an outcome of a concise compelling vision, a clear mission statement and the enumeration of common values held by the organization and its people that is tailored further into the canvass of the corporate culture by translating each tenet into the organization's strategic business planning process, its performance management and rewards systems, even into individual job descriptions.
Workforces in a high-performing organization foster the sense of purpose by frequently -- and very visibly -- referring to the corporate vision, mission and values. They regularly review these and test the organization's progress towards reaching them, reporting back to the organization with a degree of attention and seriousness that matches their concern with "the numbers." As a result, the energies of all members of a high-performing organization are focused on a common purpose.
When a high-performing entity knows where it's going; it must make certain its people have what it takes to get it there. In other words, the purpose and direction chosen determine the kind of competencies workers must possess.
High-performing organizations are characterized by committed leaders who enable and empower every member of the organization to contribute fully. Dedicated to continuous learning, leaders actively promote training and development that specifically addresses the competencies required by the organization's mission. They challenge themselves and their people to stretch and grow. By their example, they cultivate a culture that expects and supports continuous improvement.
With the direction set and with competent, enabled people to get there, the organization is on track to meet its goals.
But what keeps things on track?
Like the highly end computer processors; high-performance organizations also require fine tuning to what operating systems best suit its strength with a and vigilant anti virus maintenance. An appropriate rewards program and course-correcting feedback can help prevent an organization from swerving off the track.
Basing performance standards on a profile of required competencies, enables an organization to maintain an emphasis on the skills, behaviors and actions that hold it on course.
High-performance standards should be reinforced with frequent and timely feedback. A wide variety of formal and informal feedback methods can be employed, including self-observation, multi-rater feedback, coaching and mentoring.
Trust is an essential ingredient not only for improving performance but sustaining it during turbulent times. The more trust an organization bestowed among its people, the more those people will be committed to the mission, goals and bottom-line results of the organization.
Trust, however, is a complex feeling and one that cannot be coerced. There is no secret recipe to generate trust. The best an organization can do is to create and nurture a trusting environment.
Characteristics in building trust:
1. Integrity – an act of a truthful manner. "We MEAN what we say."
2. Consistency - "We DO what we say."
3. Reliability - Keeping promises. "You can count on what we do and say."
4. Interdependence - The implication of a relationship, a sense of two parties relying on each other, and accordingly acting in each others best interest. "We are all in this together."
Trust is the glue that holds everything together. Who would follow the vision of someone they didn't trust? What would a new mission statement matter if no one believed in its author? How effective would feedback be if the recipient didn't trust its source?
