What to change to? (HPtE #12)

Wouldn’t it be great if we could get synergy between achieving financial outcomes, continuous improvement of value for consumers and a constructive culture?

An HPtE Strategy® assists people to seek out improvement opportunities, strengthen peoples ability to solve problems when a conflict occurs, all the while helping to build positive relationships between people. This saves time and money.

It is a path to sustainable high performance.

But, an HPtE Strategy® is a big commitment.

Many organisations have already recognised the need to find a synergy between the 3C’s and have developed their strategy around it.  This is certainly a great step in the right direction and those who have invested in it have reaped the rewards.  While the benefits are big, sustaining the effort and focus takes a great deal of effort.  The pressure to compete for time and money erodes the impact of the effort put in and the transformation will slow or stagnate.  Sometimes it will regress.

If you have ever seen an organisation whose leadership changes focus to just one or two of the C’s you will have witnessed the stagnation or regression.

An HPtE Strategy® takes engagement and culture to a new level that is less influenced by a change in any one leader.

This is achieved through a mix of focus, structural, process, system and leadership style changes.

It would not be judicial to enter into such an approach without first testing it within your organisation.  Before committing to an HPtE Strategy® a Proof of Concept Project is recommended.

But, before you even get to a proof of concept, organisational leadership must answer four important questions:

  1. Why Change? Is sustainable high performance really the goal or do we have a more short term focus?
  2. What to change? We have already described the endless cycle that erodes Commercial Responsibility, Consumer Value and Culture.
  3. What to change to? We have already described the reverse of the cycle.
  4. How to change? That is the focus of the #HPtE series from here on in.

Learning about the HPtE Strategy® is a starting point to explore your business system and begin addressing the competition and conflict inherent in most organisations.

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Up next in the #HPtE series: Interest-Based Problem-Solving is at the heart of High Performance through Engagement (HPtE #13)

Want to explore an HPtE Strategy®? Ask us about our Discover HPtE Strategy® Video Conference – a one-hour introduction to the HPtE Strategy® Framework. Contact Karl via direct message on LinkedIn.

Tell me how you measure me and I will tell you how I will behave.

“Tell me how you measure me and I will tell you how I will behave. If you measure me in an illogical way … do not complain about illogical behaviour”.

Eliyahu Goldratt

Well, we measure Commercial Responsibility, we measure Customer Value but very few organisations measure Culture (thinking and behaviour). Thinking and behaviour are measurable and are indicators of a safe, secure and satisfying work environment.

If you accept that the 3C’s are necessary conditions for sustainable high performance then not measuring Culture is illogical.

If we don’t measure all three necessary conditions we can’t see them. If we can’t see them we can’t act on them. If we don’t act on them we will fail.

How do you measure Culture? Let us know in the comments below.

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“The individually productive chickens had only achieved their success by suppressing the productivity of the rest. “

In an earlier post, we discussed the symptoms of the conflict caused by people fighting over time and money.

In this excellent TED talk by Margaret Heffernan, she explains that many organisations are run according to “the super chicken model,” where the value is placed on star employees who outperform others.

Those ‘star’ employees are usually measured in relation to their performance in one of the “3C’s”. When those ‘star’ employees compete for time and money to deliver on their particular “C” we know what we get – 22 serious problems when people compete for time and money (HPtE #9).

“And the result has been just the same as in William Muir’s experiment: aggression, dysfunction and waste. If the only way the most productive can be successful is by suppressing the productivity of the rest, then we badly need to find a better way to work and a richer way to live.”

Margaret Heffernan

Watch Margaret talk about creating environments where people work together and think collectively. This is at the heart of High Performance through Engagement. It will make you think about the future of work.

What are your thoughts? Comment below.

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