With over 500 sites from many countries tuned to our one hour webcast last week it’s clear that Leading a Peak Performance Culture is a topic with lots of interest. You can now view the full archived webcast by clicking here.
During this fast-paced session I gave a high altitude, jet speed overview of a large amount of leadership and organization development territory. Here are links to more information within the five topic areas I covered:
1. How Culture Boosts or Blocks Peak Performance
2. Soft Skills, Hard Results
- “Leadership and Management: The High-Wire Balancing Act“
- “The High Performance Balance“
- Management versus Leadership
- “The Three Rings of Perceived Value” (look further at this approach in a series of Three Rings blogs at Customer Service)
3. Beyond Partial and Piecemeal Programs
- “Bolt-On Programs versus Built-In Culture Change“
- “Piecemeal Programs or Culture Change: Which Road Are you on?“
- “Why Most Change Programs and Improvement Initiatives Fail“
- “Transformation Pathways” (Compass Model)
4. Steps to Desired Culture
5. Typical Implementation Steps
- “Leading a Customer-Centered Organization“
- “Harnessing the Power of an Offsite Retreat“
- “Using Strategic Imperatives to Drive Team/Organization Development“
Some of the research on culture I cited in this webcast came from McKinsey & Company’s ten year global study and major literature review. A key conclusion was “What we might think of as the usual suspects — inadequate resources, poor planning, bad ideas, unpredictable external events — turn out to account for less than a third of change program failures … more than 70 percent of failures are driven by what we would categorize as poor organizational health, as manifested in such symptoms as negative employee attitudes and unproductive management behavior … taking deliberate steps to move the needle on the soft stuff is a vital element in organizational transformations, though it’s often overlooked.”
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