A Framework for High Performance
At Executive Strategies International, we grow exceptional leaders, and help organizations achieve increased profitability, innovative solutions to problems, personal mastery, and unrivaled business results. It was for that reason that William Shatner, on his TV special the The Heartbeat of America, presented us with the award of the same name for our renowned success in helping business recover from the devastating effects of 9-11. During book signing events for my most recent book, Inliers: The Curse of Polarity Thinking, I am often asked if I could boil the process down to the bare essentials. I guess that is the curse of our generation to want everything to be solved rapidly. After all if NCIS, Criminal Minds, and SWAT just to name a few contemporary TV shows can capture serial killers and solve terrorist plots in just 60 minutes, with time out for 12 three minute ads for the good life from sponsors, what is so difficult about engendering the case for Exceptional Performance in organizations? Oh that it were that easy. Those of you who lead organizations or consult for a living, know the task can be daunting. But since I was asked, I'd boil down my most recent 324 pages of scholarly wisdom to the following bare necessities. The starting place for creating a Culture of High Performance is an investment in time spent understanding, discussing, arguing about, and defining with precision the following ten issues.
Purpose: Why do we exist? Whom do we serve? Are we really necessary?
Values: What principles do we consistently act on?
Vision: What does succeeding look like 5, 7, or 10 years out?
How will we develop our leaders and managers?
Strategy: What will our approach to achieve the vision be?
Mission: How specifically will we act to achieve the Vision?
Tactics: How will each part of our business accomplish the strategy?
Roles: What are our individual roles and responsibilities?
Goals: What specific Goals are included in each manager’s Action Plan?
Metrics: How will we know we are on track to achieve our stated purpose?
These ten contributors to your organizational culture are not what philosophers would call sufficient conditions for High Performance, but they are at least Necessary in laying the foundation for your culture. Now you know where to begin.
