The real hallmark of a high-performance organization is its employees’ ability to see change as a resource. Change provides an opportunity to test your assumptions and those of your team, and to grow your business. Change creates opportunities to see things in ways you don’t ordinarily see them, and to do things in ways you don’t ordinarily try.
If you can use change to your advantage, it can fuel your company’s growth in ways that money and technology can’t, because it moves everyone out of their comfort zones, frees them to take a fresh look at the business, and drives invention and innovation.
Constructing an organization that relishes change requires thought, planning and the willingness to stay with it until you get it right. Your efforts will pay off for everyone involved, not just employees. A high-performance company will draw-in customers, motivate vendors, attract investors, and assure lenders. Their energy and vitality inspire confidence in everyone they touch. To get you started, think about what your business would look like if it were a high-performance environment.
Change is the one constant for every business in today’s global economy. Your success will depend as much on your ability to embrace change and use it as a resource as it will on the production of your product.
It all starts with you
Integrating the company’s vision into the daily life of the organization starts with the leader. The leader is in charge of articulating the vision, reinforcing and protecting it every step of the way. There are a number of ways to integrate your vision into the daily life of your company, and one of the most effective is through employee development meetings and other regularly scheduled meetings with employees.
This practice of modeling your vision in everyday behavior is a powerful tool for integrating that vision into the daily life of your company culture. Once you identify the values that are inherent in your vision, you can look for concrete ways to communicate them in action.
Your organization chart may look like the structure of your company, but it’s only part of the story. If you think of structure as everything in your business that directs, controls, and influences the flow of energy and activity, you get a much larger picture.
For example, the formal and informal structure of rewards and incentives has as much impact on how employees make choices and direct their energies as their job descriptions or formal position contracts.
One of the most powerful inadvertent structures in an organization is its attitude toward risk.
Here are the main components that make up the structure of your organization:
Your vision: The stated purpose of your organization will have a strong effect on the choices your employees make every day.
Your hierarchy: This is the most obvious structure in your organization, and one of the major influences on the flow of energy and activity throughout your company. It requires some study to determine if the structure you’ve chosen is designed for the terrain of your business or industry.
Your beliefs about what’s true: Unconscious assumptions serve as unseen, unheard, and unfelt foundations for everything you think is true. Most of the time these assumptions go unquestioned and they tend to be self-fulfilling.
In a high-performance environment, the culture must encourage a continual questioning of assumptions.
For assistance in identifying the elements of a high-performance environment in your organization, use this link to reach out to me for a complimentary consultation.