Building a

Performance-Based

Culture

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POLL QUESTION

Would you consider

your organization to

be a performance-

based organization?

A. Yes

B. No

C. No, not yet.

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

Skills and Knowledge

Remedial

Action

Learning Performance

Management

Engagement

POOR

GOOD

LOW HIGH

Mo

tiv

atio

n &

Att

itu

de

Customer Approach

WHAT YOU’LL LEARN:

Five interdependent

components of high performing

organizations, including:

How you can apply them at an

organizational, team and

individual level.

Strategy

Leadership

Process and Structure

Culture

High Performance Organizations

It’s the culture!

It’s the

leaders!

It’s the results!

It’s me!

Do a search on

Amazon and you get…

SEARCH RESULTS:

Companies = 1,477

Teams = 3,319

Leaders = 704

Leadership = 1,051

Low performance

leadership = 34

POLL QUESTION

Where is your

company

compared to

where you want

to be?

A. Ahead.

B. About where we

expect.

C. Behind.

D. Truthfully – we

don’t know.

POLL QUESTION

How do you

know?

A. We have well-defined

goals and measure

progress towards them

each month.

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.

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

CREATING A

PERFORMANCE-

BASED CULTURE

Clearly define success

criteria.

Set actionable individual

goals tied to organizational

goals.

Encourage frequent and

continuous feedback.

Be timely and review

progress.

Lead by example and

evaluate objectively.

Some organizations perform

better than others.

Can these reasons

be explained

beyond theory?

Can my

organization

repeat or model

some of them?!

What Do High Performing Organizations

and Teams Have in Common?

Strategy

Leadership Customer Approach

Processes and Structure Values and Beliefs

STRATEGY

Organization’s

performance measures

match the organization’s

strategy.

Organization’s strategic

plan is clear and well

thought out.

Employees exhibit

behaviors needed to

execute the strategic

plan.

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.

Jon Katzenbach

The Steve Jobs Way

Strategic Approach and

Consistency

Steve's major impact was on

the strategic direction of the

company… made this vision

a reality by overseeing the

IPO of Pixar stock in

1995…He foresaw that if

they had that capital, it

would give them the

independence to create a

body of work and to

become a brand that would

become as powerful in

entertainment as Disney.

David Price

The Pixar Touch

CUSTOMER

APPROACH

Customers are the most

important factor for

developing new products

and services.

Organization accurately

targets its customers’

long-term needs.

Organization exceeds

customers’ expectations.

Customer Approach

External focus

Philosophical

approach

Internal design

Results Rule

It’s about building

a culture where

excellence thrives.

Delivering service

to you customers.

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in BizLibrary’s

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LEADERSHIP

Clarity about

organization’s

performance

expectations.

Person with best skills and

knowledge promoted to

roles.

Employees believe their

behavior affects the

organization.

Leadership

Our culture is our

key competitive

differentiator. If we

lose our culture,

we lose who we

are.

Herb Kelleher

Chairman of Southwest Airlines

Supervisory

relationships

are the most

important

drivers of high

performance.

Engagement. Productivity.

Turnover. Satisfaction

PROCESSES AND

STRUCTURE

Organization’s

performance measures

are clearly defined.

Employees receive the

training and development

necessary to do the job.

Organization keeps

current with state-of-the-

art technological

advances.

Processes and Structure

Relentless drive to

improve processes

ENTIRE business

plan is a process!

CULTURE

VALUES & BELIEFS

The organization

emphasizes a readiness to

meet new challenges.

A shared value of a

commitment to

innovation.

Most employees think the

organization is a good

place to work.

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

CREATING A

PERFORMANCE-

BASED CULTURE

Clearly define success

criteria

Set actionable individual

goals tied to organizational

goals.

Encourage frequent and

continuous feedback.

Be timely and review

progress.

Lead by example and

evaluate objectively

BIZLIBRARY.COM

RECOMMENDED RESOURCES

Quick Talks: Dan Pink: Gaining

Engagement through Autonomy

[video]

Collaboration Creates Value [video]

Mentoring: Matching Proteges with

Mentors [video]

Criteria for Performance Excellence

[video]

Results Rule! Build a Culture that

Makes Your Team a Hero [video]

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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