Building a High Performance Culture
In today’s super‐competitive and fast‐paced business environment, every organization, and each team, must co-create a high performance culture wherein people are motivated and inspired to perform at higher levels in order to match the demands of opportunity and scale to achieve lasting success.
At BreakThroughs, Inc., we build High Performing Cultures that are:
Strengths are the unique combination of talents, knowledge, and skills. People use these innate traits and abilities in their daily lives to complete their work, to relate with others, and to achieve their goals. GALLUP research shows that people succeed when they focus on what they do best every day. When they identify their talents and develop them into strengths, people are more productive, perform better, and are more engaged, both individually and on teams.
An engaged employee is someone who understands how what they do every day is a contribution to the broader vision, mission, and goals of the organization. Tim Rutledge explains that truly engaged employees are attracted to, and inspired by, the work they do (“I want to do this”); they are committed (“I am dedicated to the success of what I am doing”); and they are challenged and fascinated by the job (“I love what I am doing”).
In its State of the Global Workplace, GALLUP reports that only 23.4 million, or 13%, of the 180 million employees surveyed in 142 countries are actually engaged at work. Albeit sad, these mighty few care about the future of the organization and are willing to invest discretionary effort – exceeding duty’s call – to see that the organization succeeds. High (potential) Performance lies with the Engaged.
Many know how to measure for a result yet, very few actually know what to measure in order to realize the result.
We facilitate small group conversations with employees responsible for the result to identify the criteria that should be used to effectively measure performance. This conversation empowers the team to evaluate and establish the objectives, and key indicators, by which their performance will be measured. In essence, the dialogue results in a single set of objectives and quantitative indicators used to assess how well the team is meeting those objectives. Most importantly, the measurement system drives the performance feedback given to team members and managers.