Versity (latin origin):
To adapt, to change, to grow, to be versatile
Establish a High Performance Culture
Organizational cultures exist, whether by design or default, and it is the greatest key differentiator of performance for your organization. That’s the bottom line. It is either your organization’s biggest asset or your biggest liability. A high performance culture exists when the organization is vision-guided and values-driven; there is a collective organizational trust and integrity. On the other hand, a low performance culture exists when the culture is characterized by blame, micro management, politics, command and control leaders, internal competition and bureaucracy.
Recognition of Culture as an Organizational Opportunity
At VERSITY, we have the skills and the experience to help you identify the values, behaviours, competencies, etc, required to develop a high performance culture, and then, more importantly, to help you embed these within the organization.
Recognition of Culture as an Organizational Opportunity
To name a few, here are some of the typical organizational culture factors that impact an organization’s overall effectiveness:
- Employee attitudes toward change and risk are often seen as a major barrier for change to be initiated or successfully implemented. Rewards too often go to those who identify risks associated with new ideas and not to those initiating the ideas. Without encouragement of change initiation, the current culture allows numerous ideas to die for lack of support and warnings not to rock the boat. Or the new ideas are burdened down with additional study and those identifying potential risks are rewarded.
- Organizational attitudes toward employee empowerment. Managers must believe the best in people and that people can change if encouraged to do so and given the necessary support. This is fundamental to employee development.
- Attitudes towards openness (transparency) of organizational processes requires. Integrity is required to openly explain the rationale for actions taken or not taken. To a large extent this cultural attribute needs to build on a foundation of employee empowerment and trust.
- Attitudes towards customers that extend beyond the external customer to also include the wide range of internal customers that exist in cross-organization business relationships. While a strong customer focus exists toward external customers, this attitude has often remained outward directed and not fully incorporated into the numerous ways internal business processes might be improved.
We follow a five step process:
- We work with you to identify the one or two cultural attributes that are most essential for long-term success.
- Communicate the vision of the desired culture in all available communication mediums including informal channels.
- Establish structural enablers of behavior consistent with the desired culture. At the same time identify and remove barriers that are preventing such behavior from occurring.
- Establish structural barriers for behaviors that are associated with the undesirable culture.
- Assess progress toward the desired culture and refine the above actions. (We conduct these cultural assessments using our Employee Engagement Surveys, which can be fully customized for your organization)