A recent conversation about high performing organizations among several entrepreneurial business leaders highlighted five important characteristics to keep in mind.
• In a high performing organization, anyone has the freedom to ask, without fear of punishment, the question —“Does it have to be this way?” This seems simple, but its implications are widespread. First, if anyone can ask the question, then everyone is considered a valuable contributor. The question itself reflects a sense of ownership of the process, system, customer or whatever the subject is that the question pertains to. No one is foisting off responsibility; rather, they are assuming it. Lastly, “without fear of punishment” indicates a positive supportive environment, not one dominated by hierarchies, politics, and one-up/one-down relationships.
• Another aspect of high performing organizations is the extent of cross-training that exists. Everyone on a team can do a variety of jobs in order to keep output up. In any process or system there are frequently peaks and valleys of activities. When they occur, the team supports each other, making sure the production is kept up and the goals are met. The Green Berets in the military are a perfect example of the effectiveness of cross-training. The teams are small, and everyone on them is a multi-tasker.
• When things go wrong (as they inevitably will), the team takes failures seriously, personally, but not punishingly. A sense of personal responsibility dominates a high performing organization. Each team member is acutely aware of the goals and objectives, and they are genuinely disappointed when one or more are not met. The disappointment does not translate into self-punishment or punishment of others. Finding fault is not the objective when something doesn’t work. Finding the reason why it did not work is important, and making sure the mistake is not repeated is equally important.
• Individuals on teams enjoy their interactions. When they do not, it is an early warning. A high performing organization is not a monolithic entity. High performing organizations are comprised of individuals who work together on teams, and the teams work together across the business. Each team is a mix of relationships and camaraderie. No relationships are the same. However, positive relationships are essential. If there is a conflict between team members, or team members just don’t enjoy each other’s company, then the individuals involved need to communicate and understand what is going on. If possible, resolve issues in a non-punishing way, and move forward. At minimum, do not ignore warning signs of discontent.
• There is a lot of listening in high performing organizations. Team members listen to each other. Teams listen to the feedback from other teams. Leaders listen to everybody. One of the fastest paths to poor performance is to discount team members. One of the fastest ways to discount someone is to not listen to them. In high performing organizations, everyone feels that they are at least heard. It is not realistic to expect that your opinion or comment will always be adopted. But you at least want to know that your opinion or comment is valued.
Great leaders build high performing organizations. Or better said, they hire great people and empower them to build high-performing organizations. Five foundation blocks for empowering high performance are the ability to question; the ability to do your teammates job; a personal sense of ownership and responsibility; positive relationships and a positive work environment; certainty that your voice and opinions will at minimum be heard.
Ken Cook is managing director of Peer to Peer Advisors, an organization that facilitates business leaders helping each other. You can reach him at kcook@peertopeeradvisors.com.
