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LEADERSHIP IS A PROCESS OF SOCIAL INFLUENCE, WHICH MAXIMISES THE EFFORTS OF OTHERS TOWARDS THE ACHIEVEMENT OF A SHARED GOAL.
Thursday, June 27, 2013
High-performance cultures deliver sustainable excellence over the long haul. They do not rely on the latest fad, management trend or leadership gimmick to achieve short-term results. Consistent, long-term performance is based on a set of core values.
Performers in high-performance cultures want to win just as much as their competitors. But they do so within the confines of values that will not be compromised, regardless of the short-term success that may result by looking the other way, rationalising questionable behaviour or otherwise failing to evaluate the best course of action through the lens of core values.
Many teams and organisations develop values. However, most organisations do not consistently rely on their values to guide decision making, business decisions and how people are treated. The creation of corporate or team values becomes a “check the box” exercise. The organisation pats itself on the back for creating values and proudly displays them on the company website. Yet when you peel back the onion, you find many individuals acting counter to the created values with no repercussions or adverse consequences. That is, as long as they deliver results.
True high-performance cultures deliver results and treat people in a manner they can be proud of. In fact, these cultures will not tolerate individuals who do not act from a set of core values.