How would you describe your organization/department/team’s culture? Take a moment and select three words or phrases that describe your company culture. Write them down and set them aside; we’ll come back to them in a few paragraphs.
If you’re like most leaders, you don’t pay careful attention to the work environment that exists in your organization today. Most leaders have been groomed to focus primarily on performance metrics, things such as net profit, market share, EBIDA, payroll expenses, etc.
These are certainly important metrics; all organizations need to meet or exceed performance standards. And research indicates that these, alone, are not the strongest drivers of desirable outcomes such as consistent performance, terrific customer service or engaged employees.
What differentiates great organizations from ordinary ones?
Leaders in every organization around the globe monitor performance metrics. Yet some organizations are seen as “great places to work” and “great investments” and deliver “great customer experiences.” Most organizations are not seen like that.
Organizational cultures that are consistently high performing AND values-aligned do not happen casually — they happen intentionally. The leaders of these organizations understand that they must effectively manage employees’ heads, hearts and hands — not just one of those three. Leaders that focus on performance alone typically see their role as managing employees’ hands, not employees’ heads and hearts, as well.