Culture is one element of high performance. The other component is delivering results. Tie goals to the strategy and communicate those goals broadly. Let the team know how you'll measure their performance and communicate the results of that performance - both good and bad. If culture contributed to the achievement of a goal, be sure to make that linkage explicit when you communicate results.
- When you build a high performing culture, you have to manage performance overall for the entire organization. This means setting goals and measuring results. Culture is one element of high performance, the other is delivering results. Tie goals to the strategy and communicate those goals broadly throughout the organization. Let the team know how you will measure their performance and communicate the results of that performance, both good and bad.
For more on goal setting, check out my course on How to Set Team and Employee Goals. If culture contributed to your organization reaching a goal, make that linkage explicit. Let people know when you communicate results that culture was a big part of that overall result. Balanced scorecards can be an effective way to tie culture to results and ensure results don't drown out culture.
One organization I work with has a balanced scorecard that scorecard includes: culture, quality, patient satisfaction and finance. This is obviously a healthcare organization. Leaders who hit their financials but miss on the other quadrants of culture, quality, or patient satisfaction are seen as having failed. Similarly, if they meet the other quadrants, but don't deliver the financials, they failed as well.
The links between the quadrants are seen as opportunities to improve the overall metrics. For example, doing better on quality, improves patient satisfaction, which hopefully improves financial results. This client has a focus on a balance between results and culture. Take some time to look at your goals and the way you are measuring them. Is there an appropriate balance between culture and results? If not, think through how you can change the goals and metrics to drive both the culture and the results that you are looking for.
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- Identify the components of high-performing cultures.
- Assess and evaluate your current culture.
- Define high performance.
- Create a compelling vision and mission.
- Compare and contrast communication vehicles.
- Explain what culture is and list ways to reinforce it.
- Identify tools for measuring and balancing results.