03 Sep What it Means to Develop a High Performance Culture
The Performance pH team is very excited about its newly released white paper – Optimizing Business Performance, Building a High Performance Culture – in partnership with WELCOA (The Wellness Council of America). WELCOA was an ideal partner for this project. It was established in the 1980s by some very bright and forward thinking business and thought leaders who understood the crucial link between the health and well-being of Americans and the American workplace. Since then, WELCOA has become an authoritative voice on workplace wellness in the U.S.
Over the next few days, we’ll be running a series a blogs that take a deeper dive into what the white paper means for businesses looking to develop a high performance business culture. But, today, I’d like to drive home the two most important lessons from this white paper for businesses of any size or stage of maturity (and no, neither of the two are the fact that high-performing business cultures routinely crush their competition):
High-performing business cultures are made, not born.
Business leaders are beginning to understand that an organization’s culture, just like its financial and operational performance, can be shaped, improved and optimized. But on the whole, we’re still emerging from ‘dark ages’ thinking that clings to the old superstition of business culture as an abstract something that resists being defined – let alone measured or improved. Even as corporate HR budgets are reflecting a gradual acknowledgement (a cynic might say lip service) of the importance of business culture, most struggle with what exactly to do with all that employee satisfaction data they collect.
The lessons from the companies in this white paper are clear: high-performing business cultures don’t just happen. They are created on purpose, when an organization’s senior leadership makes a conscious decision to give business culture an equal seat at the table with operations and finance. That means business culture receives the same top-down commitment to rigorous measurement, accountability and improvement that has long been taken for granted in other business functions.
The steps to achieving a high-performing business culture are replicable.
The case studies in Optimizing Business Performance, Building a High Performance Culture cover a range of company types, sectors, sizes and maturity stages. Yet the steps each company took to achieve a high-performing business culture are strikingly pragmatic and replicable. None of the case study companies viewed the path to achieving a high-performing business culture as easy, yet all of them achieved it.
Creating a culture in which employees are engaged in their own well-being and equally committed to their own professional success and the success of the company requires foresight, planning, discipline and focus. But it isn’t alchemy. The steps are clear, and the path of others is increasingly well-traveled.
As Optimizing Business Performance makes clear, the question for senior leadership is not whether a high performing business culture can be created. It’s not even a question of how a company might go about creating such a culture.
It’s simply: does your organization have the will to become a high performing business culture? Click here to download the complete white paper.
What is the best thing you’ve done to reach optimal performance with a balance between operational and cultural measures? Talk back! We’d like to know.
Marc LeBaron is a founder and partner at Performance pH. An avid runner and renowned well-being expert, Marc is also an experienced Chief Executive Officer who sits on several private and public company boards.