REVOLUTIONARY Bullet-Proof High Performance Company Cultures Enables Exponential Results
Build a Culture, Climate & Context: Constructive, Creative and CLEAR the Constraints to High Performance Teamworking
Culture is a consequence of context, leadership, contamination, communication, connection, commitment, collaboration, clarity & competence,
More than 40% to 60% of business results come from your organmisational culture, engagement levels and workplace context.
Most company cultures are created by “default”, so they seldom have a Positive, Conscious, High-Performance Culture.
As the smart saying goes CULTURE eats STRATEGY for BREAKFAST…
CULTURE is Your Company’s OPERATING SYSTEM AND FIRMWARE
Background to High Performance TEAMS AND Organisational Culture
Culture: ”The way thing get done around here.” Or a more formal version (Schein) Organizational culture: “A pattern of shared basic assumptions that a group has learned, as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to new members in the TRIBE, as the correct way to perceive, think, and feel in relation to those problems.”
Leaders need to know about “Organisational Culture” because it’s a primary influencer and/or hindrance that directly impacts mindsets, actions and performance. Culture is a consequence of People, Teams and Leadership. It accounts for around 40%-50% of performance, well-being, and people, planet & profit results.
The Tribal Culture Prevails
Organisational Culture and the TRIBE’s identity is BIGGER than the leader. So many leaders are aware of something that seems to hinder or enable their effectiveness. But they just aren’t sure on how to wrestle with this intangible, powerful force that pervades every corner of their work domain. Like a swimming pools PH. Acid or alkaline… you can see the consequences.
NOTE: Org Culture is not a CORE CAUSE… it’ a CONSEQUENCE of numerous other factors.
Culture is Hierarchical, Visible, and Invisible…
There are differing components of Organisational Culture to be aware of. Each level is DEPENDENT upon the lower level –Like a stair-step hierarchy.
- Level 1: Behavioral (Visible): Culture can be seen in behaviors and external signs, artifacts and rituals.
- Level 2: Psychological: (Somewhat Visible) Values, Beliefs, Attitudes …Knowledge
- Level 3: Philosophical: (Less Visible) Like attitudes, approach to issues, What’s Important.
- Level 4: Invisible: Mindset, Reactions, Time sort, Meta Programs, Meaning Making.
- Level 5: COMPLETELY hidden – Worldview: Motivations, Drives, Self-Perception, Self- Identity, Soul Purpose – Home Culture.
Culture is a REACTION to 2 core components;
1. External forces / influences
2. Internal rewards, inputs; memories, meaning, reactions, responses and needs. If you are going to build a High Performance culture in a positive and sustainable manner – you need to dig deep into the core… fully engage the participants in rethinking, reengineering and “rewiring” IDENTITY, MEANING, CONNECTION, VALUES, DESTINY and Achievement.
Before changing culture high levels of “Learned-Helplessness” must be fixed.
You cannot change “Culture”. You have to change what causes and creates the “Culture” – In The Revolutionary Workplace, there are 6 proven & validated areas that build a High Performance Culture, that thrive in tough times with increased well-being.
WEAK leaders don’t understand organisation culture or its impacts…on the employee engagement, staff/ workplace motivation, and inspiraton… talent retention, leadership effectiveness, and business results.
REAL Teamwork, Trust & Commitment are also vital for ensuring a great place to work, yet 75%-85% of team building requests are for “Fun Games”.
See our Proven system for creating a High Performance Team-Flow-Grow workshops and results with the Life Masters.co.za Revolutionary Workplace and CLEARx HPO Framework, philosophy and system.
Contact Tony Dovale on 083-447-6300 to transform your organisational Culture and optimise people, teamwork. leadership and culture.