Dear Friends,
Not an option
What keeps a high performing organisation different from others is its high performing culture. Success and failure lies in between. It sits firmly at the epic centre of high performing model. The foundation of growth is the culture which has elements of high performance. If the organisation is not growing, it means it is dying. So, having a high performance culture is not an option but a compulsion because of growing expectations of customers, unending challenges for retaining talent, investors' expectations and need to innovate to have a competitive edge over others. As popularly said that the culture is a set of behaviours of people depicting what, why and how in a given situation, high performing is a mindset which reflects in DNA of an organisation culture.
The three main elements of high performing culture of an organisation are discipline, leadership and motivation. Discipline brings sense of accountability, leadership develops sense of ownership and motivation comes from openness and trust at all levels along with fairness while dealing with people. To build, develop and nurture the culture of high performance, define the preferred behaviours, identify and encourage-those who perform along with alienate those who resist and puncture the efforts of making performance culture. Uncover such root cause of mindsets and re craft them if possible. People take cues from leaders' signals. Leader's behaviour and attitude plays an effective role in this process. Either he can generate a magnetic pull or discharge the unleashed energy.
Developing an organisational trust is a time tested tool to build a high performing culture. It helps creating motivation among employees. Trust comes from leadership authenticity, sharing information, delegating honestly and rewarding excellence. Researches have revealed that people with organisations having high trust value perform much better and get better engaged.
Let us also understand that HR alone is not responsible for developing high performing culture. But, yes, HR is expected to support line managers to enhance such skills and adopt preferred behaviours that are important for building such culture. Authenticity of HR and top leadership plays a crucial role. Both cannot afford to say something and not live with that. The challenges, HR will face in a high performing culture organisation, is of high pressure on employees. HR has to find ways to convert the pressure in to motivation, otherwise the high level of stress with the high performance culture may not get along longway. Consistency is the real challenge.
The Industry HR experts in March 2019 cover story of this edition open up their mind and speak on how, why and what about high performing culture of the organisation.
Regds,
Anil Kaushik,
Business Manager -HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India
Mob. : 09785585134, 07665913854
Whatsapp No. : 7665913854
http://www.businessmanager.in
From India, Delhi
181Not an option
What keeps a high performing organisation different from others is its high performing culture. Success and failure lies in between. It sits firmly at the epic centre of high performing model. The foundation of growth is the culture which has elements of high performance. If the organisation is not growing, it means it is dying. So, having a high performance culture is not an option but a compulsion because of growing expectations of customers, unending challenges for retaining talent, investors' expectations and need to innovate to have a competitive edge over others. As popularly said that the culture is a set of behaviours of people depicting what, why and how in a given situation, high performing is a mindset which reflects in DNA of an organisation culture.
The three main elements of high performing culture of an organisation are discipline, leadership and motivation. Discipline brings sense of accountability, leadership develops sense of ownership and motivation comes from openness and trust at all levels along with fairness while dealing with people. To build, develop and nurture the culture of high performance, define the preferred behaviours, identify and encourage-those who perform along with alienate those who resist and puncture the efforts of making performance culture. Uncover such root cause of mindsets and re craft them if possible. People take cues from leaders' signals. Leader's behaviour and attitude plays an effective role in this process. Either he can generate a magnetic pull or discharge the unleashed energy.
Developing an organisational trust is a time tested tool to build a high performing culture. It helps creating motivation among employees. Trust comes from leadership authenticity, sharing information, delegating honestly and rewarding excellence. Researches have revealed that people with organisations having high trust value perform much better and get better engaged.
Let us also understand that HR alone is not responsible for developing high performing culture. But, yes, HR is expected to support line managers to enhance such skills and adopt preferred behaviours that are important for building such culture. Authenticity of HR and top leadership plays a crucial role. Both cannot afford to say something and not live with that. The challenges, HR will face in a high performing culture organisation, is of high pressure on employees. HR has to find ways to convert the pressure in to motivation, otherwise the high level of stress with the high performance culture may not get along longway. Consistency is the real challenge.
The Industry HR experts in March 2019 cover story of this edition open up their mind and speak on how, why and what about high performing culture of the organisation.
Regds,
Anil Kaushik,
Business Manager -HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India
Mob. : 09785585134, 07665913854
Whatsapp No. : 7665913854
http://www.businessmanager.in
From India, Delhi
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High Performing Mindset.ppt