Things You Don't Need To Have A High Performance Culture | Fusion - WeRIndia

Motivation comes and goes, performance targets are achieved one month just to be missed the following, and achieving a high performance culture is dependably a work in advance.

Unfortunately, a well performing company is not good enough anymore.

With the capacity to work together globally, and markets saturated with companies scratching and clawing for market share, it is now more important than ever to have a particular high performance culture.

Even if things are operating at a high level now, should search for ways to achieve the next level of excellence.

To accomplish this, you should have the key qualities of a high performance culture in place like accountability, innovation, transparency, customer focus etc. But there are few things also you don’t require to create a high performance culture.

Here are few things you don’t need to have a high performance culture:

A “cool” vibe

Some high-performing organizations do have “cool” vibe cultures, but their managed execution is credited to a great deal more than the free mocha coolatas. Startup cultures have a tendency to be indications of their founders and leaders — entrepreneurial, risk-taking, and intentionally provocative.

These outward characteristics predicate high-performance when they are founded in values of determination to succeed against all the odds, an underdog mentality of never being satisfied, and a youthful exuberance that imitators just can’t match.

Try not to attempt to be something you’re not. Try to comprehend what is genuinely esteemed in your organization and ask yourself how those qualities manifest themselves in the day-to-day.

Are these appearances going to help you or wreck you from accomplishing your objectives? “Cool” doesn’t really mean high-performing, and trying to be “cool” when you’re not certainly won’t end well.

A charismatic leader

Associations need a charismatic leader at the helm to inspire greatness in others. In fact, more recent thinking is quite the opposite. Highly successful CEOs tend to be those who shy away from the spotlight; those who are maniacally focused on the success of the business and who are never satisfied.

If your charismatic CEO spends more time on the speaking circuit than in the office contributing to your organization’s success, you may be in trouble.

A startup attitude 

While all organizations must be adaptive to meet the changing needs of the market, this is not a prerequisite to success.

It may be more challenging to turn the rudder on an ocean liner rather than a dingy, but mature organizations are still able to foster innovative thinking that keeps them competitive.

It’s less about a startup mentality and more about understanding your objectives and how your organization’s culture is going to help get you there.

No one but leaders can make change

Leaders can often institute change in existing systems and processes a bit more easily that others in an organization. But, I’ve met a great number of internal change agents over the years who affected sustainable change through influence rather than authority.

By focusing their efforts on little victories and on influencing the thoughts and behaviors of one individual at a time, they were able to create a groundswell of support that catalyzed significant change.

Myth-buster bottom line: A culture of high performance is not necessarily a culture that seems catchy. The key is to clarify what you stand for and who you need to be. Execute on the vision of your organization in an authentic way that elicits the behaviors you and your team need to succeed.

Authenticity with who you are as a leader or founder can make all the difference for you and your organization. It helps you, as an individual, bring your best self to work each day and prevents the mental exhaustion that comes with pretending to be something you’re not. It helps others by setting clear expectations about what is and is not acceptable.

It also helps set realistic expectations with potential employees as they assess the fit and alignment between their personal values and the values of your organization.

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