Creating a High-Performance Culture in Small Technology Firms through Imprinting
Responsive Culture Values
Exhibit 14.2 Responsive versus Resistant Cultures
Source: Based on John P. Kotter and James L. Heskett, Corporate Culture and Performance
(New York: The Free Press, 1992), p. 51.
As the Leader of a small technology company, I must develop a high-performance
culture to ensure the organization's success. Success in technology requires agility and speed;
thus, a responsive culture is crucial. To imprint the values of a responsive culture in the
minds of employees, there are several specific strategies that I can implement as a leader.
First and foremost, I, as an organization's Leader, should make it obvious that
responsiveness is a key value that must be emphasized in all aspects of company operations.
It's crucial, to begin with a goal and vision that are both clear and emphasize the value of a
responsive culture. All staff members should be made aware of this clearly and consistently
so they can comprehend the company's objectives and how a responsive culture contributes to
accomplishing them.
As a Leader, I need to set a good example as leaders must set an example for the
attitudes and values they want their team to possess in order to develop a responsive culture.
Keeping in mind that responding swiftly and effectively to any requests or complaints is a
priority in dealings with clients and team members. Employees will learn that timeliness is a
major priority from this, setting the tone for the rest of the organization.
Feedback is a crucial component of developing a high-performance culture. A feedbackfriendly culture promotes candid communication and supports pinpointing areas that require
improvement. Leaders must create a climate where expressing opinions is perceived to be
safe (Thorgren & Caiman, 2019).
I would develop a culture where team members are open to providing and accepting
feedback. Regular check-ins and performance evaluations can help pinpoint problem areas
and promote accountability. To foster a two-way conversation that encourages continual
growth, I would also be receptive to feedback from the team members. An engaged employee
is aware of the business context and works with colleagues to improve job performance for
the organization's benefit. The organization must work to develop and nurture engagement,
which requires a two-way relationship between employer and employee (Nayak et al., 2020).
To develop a responsive culture, employees must be empowered. Employees must
take responsibility for their work and be proactive in finding and resolving issues in order to
operate in a high-performance culture. To do so, I would encourage this by empowering
employees to make decisions and take on responsibility. This entails giving them the
resources and assistance they need and the freedom to choose their own course of action.
Building the abilities and knowledge required for a high-performance culture also
requires investing in training and development. Employees should have access to tools and
opportunities, such as workshops or online courses, to develop new skills. Employees will
benefit from staying current on trends and technology, and this will guarantee that they are
prepared to meet the organization's and client's changing needs.
Making an environment that promotes psychological safety is another crucial
component of developing a responsive culture. This entails developing a culture in which
team members are at ease taking chances, contributing ideas, and displaying vulnerability.
Team members are more likely to take responsibility for their work and be responsive to
client needs when they feel comfortable expressing their opinions and feelings.
Underlying assumptions are the beliefs and attitudes that shape behavior and decisionmaking. Any underlying assumptions that might be impeding responsiveness should be
recognized and challenged to develop a high-performance culture. For instance, if it is
believed that "excellent work takes time," this may result in a culture where perfectionism
takes precedence over expediency. As a leader, I can influence a change in the culture toward
responsiveness by challenging this presumption and highlighting the value of speed and
agility.
Finally, it is critical to celebrate successes and recognize employees who embody the
values of a responsive culture in order to reinforce those values. Bonuses, recognition
programs, and other incentives may be included. I would make it a point to recognize and
celebrate team members' achievements and milestones.
Conclusion
To summarise, a leader must be intentional about promoting visible behavior,
expressing values that resonate with employees, challenging underlying assumptions,
aligning systems and processes, creating psychological safety, promoting continuous learning
and improvement, and celebrating successes in order to create a high-performance culture.
With this, I, as a leader, can imprint the values of a responsive culture in the minds of the
employees by implementing these strategies, resulting in a culture that prioritizes speed,
agility, and proactive problem-solving.
Reference
Daft, Richard L. (2018). The Leadership Experience (7th ed.). Cengage.
Nayak, B. C., Nayak, G. K., & Jena, D. (2020). Social recognition and employee
engagement: The effect of social media in organizations. International Journal of
Engineering Business Management, 12, 184797902097510.
https://doi.org/10.1177/1847979020975109
Thorgren, S., & Caiman, E. (2019). The Role of Psychological Safety in Implementing Agile
Methods across Cultures. Research-Technology Management, 62(2), 31–39.
https://doi.org/10.1080/08956308.2019.1563436