The Four Cornerstones of a High Performance Culture, part 3

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3. Create corporate mission & values that employees are aligned with.

The foundational material — mission and values — of a company can be critical to the overall success of the organization – but they’re often forgotten. The corporate mission and values are created by the senior leadership team, captured on posters, and strategically tacked up around the building. Meanwhile, how does a corporate citizen react to this phenomenon? They see it as ‘Horse manure!’ Whatever is in the mission or values statement is not seen as relevant to the organization’s day-to-day operations. In other words, the organization’s behavior is not congruent with its declaration of ideals.

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About the Authors

Since working for his family’s boating business to founding his company CMI (Crusading, Marauding Interveners), Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: How to Battle the Business Tsunami by Developing Performance Oriented Cultures. With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. Contact Bruce via email at [email protected] or phone at 800-883-7995. Visit his website at www.cmiteamwork.com.

Alona Banai, CMI’s office manager, wears many hats. She works behind the scenes managing the client process. Alona is the KeyneLink System Administrator for many of CMI’s clients and manages CMI’s Online Marketing including the Company Website, Newsletter, and Social Media.

Alona has been with CMI since February 2011. She has a MS in Plant Biology and Conservation from Northwestern University and a BS in Environmental Science and Hebrew from Washington University in St. Louis. She is also an avid and enthusiastic 5K to 1/2 Marathon participant.

The Four Cornerstones of a High Performance Culture, part 2

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2. Have High Performance Work Teams throughout your company.

Teams are powerful constructs, and high-performance ones do not spring up by magic. By the same token, business teams are not the answer for every performance issue.

In corporations, while the talk is about teams and working together, there is actually a focus on individual performance. For the most part, there is no formal practice designed to enhance or improve group performance.

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About the Authors

Since working for his family’s boating business to founding his company CMI (Crusading, Marauding Interveners), Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: How to Battle the Business Tsunami by Developing Performance Oriented Cultures. With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. Contact Bruce via email at [email protected] or phone at 800-883-7995. Visit his website at www.cmiteamwork.com.

Alona Banai, CMI’s office manager, wears many hats. She works behind the scenes managing the client process. Alona is the KeyneLink System Administrator for many of CMI’s clients and manages CMI’s Online Marketing including the Company Website, Newsletter, and Social Media.

Alona has been with CMI since February 2011. She has a MS in Plant Biology and Conservation from Northwestern University and a BS in Environmental Science and Hebrew from Washington University in St. Louis. She is also an avid and enthusiastic 5K to 1/2 Marathon participant.

The Four Cornerstones of a High Performance Culture, part 1

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If culture was a pyramid there would be four cornerstones: staff, teams, purpose & values, and strategic planning. At the apex of the pyramid would be a work culture that attains performance beyond expectations. the cornerstones would be defined by the following.

  1. Staffing your organization with the best employees
  2. Teams that are high performance teams
  3. Corporate mission and values that everyone is aligned with
  4. A complete and implemented Strategic Business Plan

Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:

Subscribing to the Self Guided Program - It's Free!


 

About the Authors

Since working for his family’s boating business to founding his company CMI (Crusading, Marauding Interveners), Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: How to Battle the Business Tsunami by Developing Performance Oriented Cultures. With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. Contact Bruce via email at [email protected] or phone at 800-883-7995. Visit his website at www.cmiteamwork.com.

Alona Banai, CMI’s office manager, wears many hats. She works behind the scenes managing the client process. Alona is the KeyneLink System Administrator for many of CMI’s clients and manages CMI’s Online Marketing including the Company Website, Newsletter, and Social Media.

Alona has been with CMI since February 2011. She has a MS in Plant Biology and Conservation from Northwestern University and a BS in Environmental Science and Hebrew from Washington University in St. Louis. She is also an avid and enthusiastic 5K to 1/2 Marathon participant.

Marketing and Sales – Some Sales Are Simply Not Worth Making

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Saying no to a saleSome business leaders aggressively pursue every sale believing them to be the ultimate key to corporate success. Sales, however, represent far more than just dollars and cents. In fact, the revenue generated through a sale is just the beginning of the overall financial impact on the business.

Sales say a lot about a company and profoundly impact its culture, reputation, and goals achievement. And while every business must sell a critical mass of products and services to survive and flourish, to whom, what, and how it sells greatly affects long-term success.

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Corporate Cultures – Leader Initiated, Rules and Standards Controlled Environment

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The Leader Initiated, Rules and Standards Controlled Environment represents a moderate leader led work environment that gives lower level mangers and supervisors somewhat more autonomy to direct day-to-day activities without relinquishing centralized control. This culture set realizes the benefits of centalized direction setting and improved, if not rigid, consistency. The reliance on rules and standards provides some degree of local flexibility that heightens situational responsiveness but diminishes consistency in actions and results between workgroups and locations.

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