Are you suffering from a culture that exhibits a silo mentality, people not taking appropriate actions outside of their job description Interdepartmental Issues languishing because neither side accepts responsibility, or a high percentage of broken promises.
In our view, there are four essential baseline characteristics of a high-performance culture. They are trust, commitment, responsibility and accountability.
Operational excellence is a key component to fulfilling your brand promise, internally funding growth by improving profitability, and potentially increasing your company’s valuation multiples by 300% to 600%.
Operationally excellent companies focus on optimizing their core processes that drive organizational performance.
There are two aspects to every promise. One involves the process of making the promise and the other involves the process of fulfilling the promise.
This is the phase of the conversation where the provider takes the actions necessary to fulfill the promise.
It is important to note that there is a difference between keeping and managing promises.
In order to consistently keep their promises, the provider has to have the competence to manage their promises.
If you are having difficulty executing your strategy and your team is not coordinating action effectively, your team may be suffering from the “Shallow Promise Syndrome.”
There is a big difference between authentic and shallow promises. Failing to distinguish between shallow and authentic promises can negatively impact your results and erode relationship and trust between team members.
Are you dealing with an inability to make effective requests?
When you make a request, are you disappointed that the results did not meet your expectations?
Are you uncomfortable about making requests?
Does the level of discomfort rise to the point of avoiding or delaying requests?
If so, watch this video.
As a leader, are you having trouble fulfilling your brand promise?
While creating a compelling strategy is absolutely necessary for long-term value creation and sustainability, a strategy by itself, is not sufficient.
Strategic clarity is only half the battle. Sufficiency comes from the execution capability and commitment of everyone in the organization. At the end of the day, execution is the “Holy Grail” of strategic success.
Is business as usual not working for you and your company?
Do you need to step up your game?
As a leader, consider declaring a breakthrough project that will take your business to the next level.
As a leader:
• Does your organization seem to be stuck with lack luster growth and profitability?
• Has your organization lost energy and drive?
• Are you having trouble recruiting and retaining key talent?
If so, now may be the time to declare a new game to take your company to the next level and create a compelling strategy to win the game!o
As a leader, are you frustrated with:
· How the people on your team, or teams in different departments communicate with one another?
· How people dig in their heels on their view point and are not open to listening to other viewpoints with an open mind?
· How difficult it is to reach a consensus decision so you can take effective and coordinated action?
· The time it takes to reach a decision?
If so, watch this video.
Everything that happens in an organization happens as a result of the conversations people have with themselves and others.Consequently , our results are directly proportional to the quality of our conversations!
This video is about the power of bringing in an outside set of eyes to your business before it is too late.
The fundamental conversations of impactful leaders start with conversations that build relationship and trust. Within this context, impactful leaders manage conversation to align vision, strategy, culture, systems, processes and capabilities.
This video is about the importance of aligning your culture, with the results you are trying to produce! What got you here will not get you there! To create an unprecedented result, you have to change how people think and act!. You have to change the culture.
Culture drives performance. Culture emerges, Is maintained and changes based on the conversations we have with ourselves and others. You can change your culture by changing your conversations.