homeWelcome, sign in or click here to subscribe.login
     


 

 

Architecture & Engineering


print  email to a friend  reprints add to mydjc  
Clive Shearer
Management
by Design
By Clive Shearer

August 12, 1998

High performance organizations

By CLIVE SHEARER
Special to the Journal

What are the characteristics of high performance organizations? I believe they have nine elements in common:

  1. They have a vision and they set goals. Tradition is often based on values, but tradition should not be honored as a set of commandments. If circumstances change, the high performance company can change the traditions. When innovation is called for or a new vision is needed, the high performance company takes positive action. And everyone has a role to play.

  2. Managers know the art of delegation. All managers are flexible, understanding and fair. And senior mangers know how to lead. If they become mired the in the minutia of daily micro-management, their staff are left to wallow in the daily grind, with no opportunity to grow. Top managers know which decisions they must make, and which can be delegated to the lowest logical staff level. And they train people to competently make those decisions.

    In this environment people work hard to raise themselves to achieve higher levels of competence through their own efforts and will have a greater interest in their work.

  3. Their teams actually practice teamwork. Many companies mistake teams for teamwork. They boast of having teams that work on issues, when what they really have are individuals in teams at work on issues. A self-centered and highly opinionated person can be on a team. But such a team will be dysfunctional, dominated by a dictator or egotist, and the talents of many team members are stifled. Respect is the source of teamwork, trust flows from respect, and this leads to the synergy that channels energy towards the ocean of powerful results.

  4. Collaboration occurs every day. In a teamwork environment, people do not feel constrained from collaborating freely, both in and outside of teams. No one has told them who they can and cannot talk to, yet they respect each other's time and this freedom is not abused.

  5. Reviews occur frequently. Collaboration makes it easy to communicate and so reviews are frequent, open, two-way and satisfying. Problems are discussed openly. No one looks to blame people, the first reaction to a problem is to take care of the problem, and only then to try to make sure that that problem does not occur again. This is not to say that people have permission to be rude and thoughtless. Being open does not mean one has to be tactless.

  6. They are learning environments. The best companies are places of learning where people are encouraged to grow, and thrive. A learning environment also means coaching, mentoring and asking for and receiving constructive feedback. It also means being given opportunity to attend classes both within the company and outside.

  7. They are honest. People are sensitive to unfairness, dishonesty and subterfuge. In high performance organizations, no one feels they are being taken advantage of, as the system is straightforward and fair. It's an environment of mutual respect.

  8. Crises are handled professionally. This is not to pretend that things never go wrong in high performance organizations. But it is easy to spot the dysfunctional firms, because in a crisis, people start blaming each other.

    Healthy firms deal with the crisis as a team, and allow the healing to begin from within. If a mistake is made, it is viewed as a learning experience.

  9. They are fun. Who wants to work in a dull place? A company that values its staff will find ways to allow allow individuality to surface. I have come across organizations that control what staff members can and cannot have at their desks. This is but a short step away from a dictatorship that cramps the spirit. Events, contests and get-togethers are also vital.

People enjoying the company of other people at work is a prime feature of high performance organizations.


Clive Shearer is a professional trainer, educator and retreat facilitator and can be reached at cgb9@yahoo.com


Previous columns:



Email or user name:
Password:
 
Forgot password? Click here.