2. Presenters
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com
@BizLibrary

4. It’s not the destination – it’s the journey
that’s valuable.
Building a high performance culture is like
that. If you ONLY focus on the results,
you’re only focusing on part of the picture.
It takes BOTH building organizational
performance and organizational health.
Beyond Performance
by Scott Keller and Colin Price

5. Talent Management
GOOD
Performance
Motivation & Attitude
Learning
Management
Remedial Action Engagement
POOR
LOW Skills and Knowledge HIGH

6. High Performance Organizations
It’s the
leaders!
It’s the culture!
It’s me!
It’s the results!

7. Search Results:
Companies = 1,477
Teams = 3,319
Leaders = 704
Leadership = 1,051
Low performance leadership = 34
http://100bestbiz.com/more-on-the-100-best/

8. POLL QUESTION
A. Ahead.
B. About where we expect.
Where is your C. Behind.
company compared to D. Truthfully – we don’t
where you want to be? know.

9. POLL QUESTION A. We have well-defined goals and
measure progress towards them
each month.
How do you know? B. We have goals and we look at
metrics about each quarter.
C. We look at metrics annually.
D. We do not have a well-defined
set of criteria to measure
organizational success.

10. Self-Awareness
The curious paradox is
that when I accept
myself just as I am,
then I can change.
Carl R. Rogers
President of American Psychological Association, 1946
Author of, On Becoming a Person, 1961

11. Creating a Performance-Based Culture
1. Clearly define success criteria
Set actionable individual goals tied to
2. organizational goals.
Encourage frequent and continuous
3. feedback.
Be timely and review progress
4. regularly
Lead by example and evaluate
5. objectively.

12. Some organizations
perform better than
others.
• Can these reasons be
explained beyond theory?
• Can my organization
repeat or model some of
them?!

13. What Do High Performing Organizations
and Teams Have in Common?
Strategy
Customer Approach Leadership
Processes and Structure Values and Beliefs

14. Strategy
Organization-wide performance measures
1. match the organization’s strategy.
Organization’s strategic plan is clear and
2. well thought out.
Employees exhibit behaviors needed to
3. execute the strategic plan.

15. Strategic Approach and Consistency
Far better than most leaders, Jobs intuitively understood the
power of cultural influence in sustaining the strategic capabilities
implicit in his perpetual vision of creating, as he put it, “an
enduring company where people were motivated to make great
products...a company that will stand for something a generation
or two from now.” It’s hard to
argue with that aspiration; time
w will tell whether Apple makes
it happen..
Jon Katzenbach
The Steve Jobs Way

16. Strategic Approach and Consistency

17. Customer Approach
Customer information, needs and challenges are
1. the most important factor for developing new
products and services.
Organization accurately targets its
2. customers’ long-term needs.
Organization exceeds customers’
3. expectations.

18. Customer Approach
External focus
Philosophical approach
Internal design

19. Results Rule
It’s about building a culture
where excellence thrives.

20. Leadership
Clarity about organization’s performance
1. expectations.
Person with best skills and knowledge
2. promoted to roles.
Employees believe their behavior affects
3. the organization.

21. Leadership
“Our culture is our key competitive differentiator. If we lose our
culture, we lose who we are.”
Herb Kelleher – Chairman of Southwest Airlines

22. Supervisory relationships
are the most important
drivers of high
performance.
Engagement. Productivity. Turnover. Satisfaction

23. Processes and Structure
Organization’s performance measures are
1. clearly defined.
Employees receive the training and
2. development necessary to do the job.
Organization keeps current with state-of-
3. the-art technological advances.

24. Processes and Structure
Relentless drive to improve
processes
ENTIRE business plan is a
process!

25. Culture – Values and Beliefs
The organization emphasizes a readiness
1. to meet new challenges.
A share value of a commitment to
2. innovation.
Most employees think the organization is
3. a good place to work.

26. Company Culture
• Deliver WOW Through Service
• Embrace and Drive Change
• Create Fun and A Little Weirdness
• Be Adventurous, Creative, and Open-Minded
• Be Passionate and Determined
• Be Humble
Decision-making authority
close to front lines
Collaborative – NOT command
and control

27. Creating a Performance-Based Culture
1. Clearly define success criteria
Set actionable individual goals tied to
2. organizational goals.
Encourage frequent and continuous
3. feedback.
Be timely and review progress
4. regularly
Lead by example and evaluate
5. objectively.

28. Using Performance Management Tools
Online performance reviews
Goal management
Competency alignment
360˚ assessments
Performance feedback
Peer recognition

30. Online Training Resources
E-learning Courses:
• Establishing Team Goals
and Responsibilities
• Using Feedback to
Improve Team
Performance
Streaming Videos:
• Results Rule! Results Rule!
Build a Culture that Makes
Your Team a Hero
• Workplace Leadership

31. Contact us
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com

32. Additional Resources
• The Dynamics of High Performing
Organizations, Resource Development
Systems
• Leading Change, John P. Kotter
• Leadership is an Art, Max DePree
• The Effective Executive, Peter Drucker
• The Steve Jobs Way, Strategy +
Business, May 2012