subject: How Do You Build A High Performance Environment? [print this page] Leaders who are successful in the long-term have figured out how to build high performance environments. This enables them to continually produce breakthroughs by stimulating the performance of others, and to rise above their competition. What are the factors involved in building a high performance environment?
Notes from a conversation with Paul Limbrey, CEO, Elkiem USA:
Our work is based on 20 years of research into high performance in individuals and organizations. First one needs to understand the dynamics that stimulate high performance in people. Our research indicates there are several elements that combine to form a system that stimulate improved performance in populations. We call this system the "High Performance Environmental Structure" or "HPES". These elements include concepts addressing Direction - Achievement, Failure and Strategy, concepts that provide Status of the current level of performance - Measurement and Exposure systems, and concepts addressing Motivation which include reason/purpose plus reward and consequence. The final unifying element we label "The Way". The Way is a description of culture/values or guiding philosophy in an environment.
On a company level, therefore, the first task is to understand these dynamics as you have created them today. This enables you to see where you need to tweak your environment to better stimulate high performance.
How consistent is high performance across difference fields of human endeavor? We find that all elements that encourage high performance exist in all environments. However the potency of each element varies with the particular environment. For example in some environments the Goals are more potent (think Sales groups or athletes), in others "culture" is potent (think the Military or companies like Southwest or Virgin) , in others it is the reward systems that are most potent (think Investment Banking) or the potential for failure (think airline pilots or first responders). Any of the elements can stimulate performance improvement. Our research indicates 74 Management Moves available to CEO's to alter an environment to stimulate new levels of performance. What Move are you making today and why? Is it the correct move for your circumstances?
How does one go about matching the right system and solution for a particular company? Start by focusing on the potency of each subsystem - DIRECTIONAL (Goals, what is substandard and Strategy), STATUS (your exposure systems) and MOVITVATION (purpose/reward/consequence) - in your particular environment. How critical is each of these in shaping decisions and action taken?
Take the example of a CEO who has no vision for the future of the company. The result is inconsistent decisions day to day or week to week. The organization, lacking direction, can't focus on effective execution. The solution is to focus on DIRECTION - vision and goals.
What about the CEO who is concerned with Complacency (driven by past success or otherwise). Should you focus on a "words" based leadership move on the need for high performance OR could you rather focus the organization on what they need to avoid - clearly defining what represents failure (substandard performance)?
Do you work in an "excuse rich" environment? Desire greater levels of Accountability? Look to actions in your EXPOSURE systems to build better accountability.
