Building a

Performance-Based
Culture

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POLL QUESTION
Would you consider
your organization to
be a performancebased organization?

A. Yes
B. No
C. No, not yet.

Its not the destination its the

journey thats valuable.
Building a high performance culture is like
that. If you ONLY focus on the results, youre
only focusing on part of the picture. It takes
BOTH building organizational performance
and organizational health.

Beyond Performance
by Scott Keller and
Colin Price

Motivation & Attitude

GOOD

Learning

Performance
Management

Remedial
Action

Engagement

POOR

LOW

Skills and Knowledge

HIGH

Five interdependent
components of high performing
organizations, including:

WHAT YOULL LEARN:

Strategy

Customer Approach
Leadership

Process and Structure

Culture
How you can apply them at an
organizational, team and
individual level.

High Performance Organizations

Its the
leaders!

Its the culture!

Its me!

Its the results!

Do a search on
Amazon and you get
SEARCH RESULTS:

Companies = 1,477
Teams = 3,319
Leaders = 704

Leadership = 1,051
Low performance
leadership = 34

POLL QUESTION
Where is your
company
compared to
where you want
to be?

A. Ahead.
B. About where we
expect.
C. Behind.
D. Truthfully we
dont know.

POLL QUESTION
How do you
know?

A. We have well-defined
goals and measure
progress towards them
each month.
B. We have goals and we
look at metrics about
each quarter.
C. We look at metrics
annually.
D. We do not have a welldefined set of criteria to
measure organizational
success.

Self-Awareness
The curious
paradox is that
when I accept
myself just as I am,
then I can change.
Carl R. Rogers
President of American
Psychological Association, 1946

Author of, On Becoming a

Person, 1961

CREATING A
PERFORMANCEBASED CULTURE

Clearly define success

criteria.
Set actionable individual
goals tied to organizational
goals.

Encourage frequent and

continuous feedback.
Be timely and review
progress.
Lead by example and
evaluate objectively.

Some organizations perform

better than others.
Can these reasons
be explained
beyond theory?

Can my
organization
repeat or model
some of them?!

What Do High Performing Organizations

and Teams Have in Common?
Strategy

Customer Approach

Processes and Structure

Leadership

Values and Beliefs

STRATEGY

Organizations
performance measures
match the organizations
strategy.
Organizations strategic
plan is clear and well
thought out.
Employees exhibit
behaviors needed to
execute the strategic
plan.

Strategic Approach and

Consistency
Far better than most leaders, Jobs
intuitively understood the power
of cultural influence in sustaining
the strategic capabilities implicit
in his perpetual vision of creating,
as he put it, an enduring
company where people were
motivated to make great
products...a company that will
stand for something a generation
or two from now.
Jon Katzenbach
The Steve Jobs Way

Strategic Approach and

Consistency
Steve's major impact was on
the strategic direction of the
company made this vision
a reality by overseeing the
IPO of Pixar stock in
1995He foresaw that if
they had that capital, it
would give them the
independence to create a
body of work and to
become a brand that would
become as powerful in
entertainment as Disney.
David Price
The Pixar Touch

CUSTOMER
APPROACH

Customers are the most

important factor for
developing new products
and services.
Organization accurately
targets its customers
long-term needs.
Organization exceeds
customers expectations.

Customer Approach
External focus
Philosophical
approach
Internal design

Results Rule
Its about building
a culture where
excellence thrives.
Delivering service
to you customers.
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in BizLibrarys
Streaming Video
Library

LEADERSHIP

Clarity about
organizations
performance
expectations.
Person with best skills and
knowledge promoted to
roles.
Employees believe their
behavior affects the
organization.

Leadership
Our culture is our
key competitive
differentiator. If we
lose our culture,
we lose who we
are.
Herb Kelleher

Chairman of Southwest Airlines

Supervisory
relationships
are the most
important
drivers of high
performance.
Engagement. Productivity.
Turnover. Satisfaction

Organizations
performance measures
are clearly defined.

PROCESSES AND
STRUCTURE

Employees receive the

training and development
necessary to do the job.

Organization keeps
current with state-of-theart technological
advances.

Processes and Structure

Relentless drive to
improve processes
ENTIRE business
plan is a process!

The organization
emphasizes a readiness to
meet new challenges.

CULTURE
VALUES & BELIEFS

A shared value of a
commitment to
innovation.

Most employees think the

organization is a good
place to work.

Company Culture
Deliver WOW Through
Service
Embrace and Drive
Change

Create Fun and A Little

Weirdness
Be Adventurous,
Creative, and OpenMinded
Be Passionate and
Determined
Be Humble

Clearly define success

criteria

CREATING A
PERFORMANCEBASED CULTURE

Set actionable individual

goals tied to organizational
goals.

Encourage frequent and

continuous feedback.
Be timely and review
progress.
Lead by example and
evaluate objectively

RECOMMENDED RESOURCES
Quick Talks: Dan Pink: Gaining
Engagement through Autonomy
[video]

Collaboration Creates Value [video]

Mentoring: Matching Proteges with
Mentors [video]
Criteria for Performance Excellence
[video]
Results Rule! Build a Culture that
Makes Your Team a Hero [video]

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25 Topic Areas.
Unlimited Access.
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Performance Technology.

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Additional Resources

The Dynamics of High Performing

Organizations, Resource Development
Systems
Leading Change, John P. Kotter
Leadership is an Art, Max DePree
The Effective Executive, Peter Drucker
The Steve Jobs Way, Strategy + Business,
May 2012