Creating a High
Performance Culture
What Drives Performance
Profitability,
Productivity,
Customer Satisfaction,
Employee Retention
Company
Performance
Teamwork
Teamwork can be analyzed by
the balance of (relationships)
people tension and (task)
productivity tension.
Task/People Tension
Task Tension
50%
People Tension
Task/People Tension
Task Tension
95%
People Tension
What Drives Performance
Profitability,
Productivity,
Customer Satisfaction,
Employee Retention
Leadership
Practices
Company
Performance
Relationship based leadership
practices have the greatest
long term impact on workplace
culture and performance.
Workplace
Culture
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.
Leadership Practices
• Provide clear work expectations
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 Employees
We 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.
Leadership Practices
• Provide clear work expectations
• Focus on Strengths
“Soar with your Strengths”
By Don Clifton
300 wpm
90 wpm
6 week speed reading course
130 wpm
1500 wpm
$$
Leadership Practices
• Provide a compelling Vision
• Focus on strengths
• Build relational coordination
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
Analyze
“Whatever”
GATHER & DECIDE
WORK STYLE
“Gut” Reaction
Routine
Just Do It
DETAILS
Do it Right
Internal
ENERGY
External
Leadership Practices
• Provide a compelling vision
• Focus on strengths
• Build relational coordination
• Give frequent recognition and praise
Who Gets More Attention?
20%
60%
20%
Leadership Practices
• Provide a compelling vision
• Focus on strengths
• Build relational coordination
• Give frequent recognition and praise
• Be a positive role model
• Encourage continuous learning & development
Components of Culture
Artifacts
Visible Organizational Structures
Values
Strategies, Goals, Philosophies
Perceptions
Thoughts, Feelings and Beliefs
A Culture of Care
CUSTOMER
Supervisor
CEO
Manager
Director
Vice President
Executive
CEO
BOD
A Culture of Accountability
Responsibility
0%
100%
Power/Influence
0%
Victim
100%
Victim Mentality at Work
A Culture of Accountability
Responsibility
0%
100%
Power/Influence
0%
100%
Victim
Owner
Freedom/Success
Influencing Behavior
Beliefs
“values”
Perceptions
Behaviors
Behaviors
Perceptions
“values”
Beliefs
“Influence: the art of getting someone else to do something
you want done because they want to do it.”
--Dwight D. Eisenhower
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
55
______%
Tone
38
______%
Words
7
______%
“TEAM” Model
1.
Trust
( Rely on )
2.
Expertise
( Skills & Abilities)
3.
A lignment
( Commitment )
4.
M easurement
( Accountability )
Team Motivation
Team
Motivation
Motivation
Buy-in
Relationship
Measurement
Accountability
Alignment
Commitment
Expertise
Task
Trust
People
Team Alignment
The Relationship Trap
Perception
Behavior
Intentions
Values
Research Basis
•
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.
Thank You!
Jason Young
LeadSmart, Inc.
6757 Arapaho Road
Suite 711-132
Dallas, Texas 75248
877-995-2273 toll free
Email: jyoung@leadsmart.com