What will it do?
This tool is about making sure you’re doing what you need to do to develop, grow and maintain a high performance culture. It’s a habit forming tool, not a once and done. So keep it close and use it regularly.
You can use it whether you’re at the start of developing your high performance culture, whether you need to maintain and nurture it or whether you need to breathe life back into it. It’s also worth looking at the “Building a Culture of Excellence” kitbag to make sure you’ve got the basics in place.
Three steps to take
Get focused on the things that will make the most impact for you
1. Look at the table. These are some of the most important things we see leaders do with passion, intensity and discipline. Prioritise the things you think will make the biggest impact, where “1” is highest and “3” is lowest.
|Behaviours that make a difference||Priority|
|Create meaning and purpose and refer to it a lot|
|Show how the result is achieved, it matters as much as the result|
|Champion creation of winning recipes – so review and understand wins|
|Be clear on the values and behaviours you expect and role model them|
|Encourage the seeking and giving of performance focused feedback|
|Constantly improve your performance and share what you’re doing|
|Make sure all your rewards encourage the behaviours you want|
|Explain decisions and choices through purpose, values and behaviours|
|Make sure your processes and rituals encourage the culture you want|
|Invite collaboration and contribution to the culture from everyone|
2. Look at the table below. We’ve listed the behaviours that show someone’s serious. Take your top 3 priorities and check you’re doing at least 3 things every week that show you’re serious.
|Evidence I’m serious||Priority 1||Priority 2||Priority 3||How often (daily, weekly, monthly)|
|I talk about it a lot|
|I measure it|
|I report on it|
|I’m always looking to improve at it|
|It’s high on my agendas|
|I celebrate it when it’s great|
|I get on it when it’s rubbish|
|It’s in everyone’s objectives|
|Standards around it are high|
|It’s clear I really care about it|
3. Now look at the key components of a high performance culture in the table below. Write down the things you won’t accept because they represent a danger to your high performance culture. Then choose what you’ll do whenever you see, hear or feel them. The first 3 are completed as examples.
|Culture component||What I won’t accept||What I’ll do when I see, hear or feel it|
|Our purpose matters||New joiners unclear on our purpose||Talk to their leader about why it matters|
|Our results matter||Results that don’t reflect our ability||Make sure we do what we need to do to close that gap|
|Our performance matters||Rewarding results though performance was poor||Challenge rewards that ignore performance|
|Our values matter|
|Our behaviours matter|
|Our attitude matters|
|What we reward matters|
|Using tools and processes that work matters|
|Getting the best talent matters|
Get a plan Stan. The basics you need to have in your plan are set out below.
- What are you going to do? This bit is easy – it’s the 3 things listed above. No 3 is particularly helpful here. If there’s anything else you need to do, jot it down here.
- When are you going to start? You don’t have to be great to get going, but you better get going if you want to be great.
My start date:
- How often will you be reviewing it? Getting great has a lot to do with making things a habit.
Check in dates:
The difference between having a plan and making it work is about action. So get this in your diary now. Tell the people who need to know so that they can support you and won’t just think you’re being weird. Do it now.
Remember, it’s progress not perfection. You’re looking for gradual improvement, not for Rome to be built in a day.