"Achieving a Sustainable High Performing Culture Organization is the ultimate goal, one that engages its workforce in effective communication and decision-making."
Imagine a culture in which the workforce is fully engaged, increasing organizational performance, job satisfaction, and adds to the bottom line. You are imagining a high performing culture with strong leadership. Creating a sustainable high performing culture organization, one that thrives, from what I call traditional culture – top-down directive – requires a targeted training program. Too often, organizations bring in a training program that impacts only those who attend but in order to transform the culture, the entire workforce needs to be involved to ensure sustainable growth.
Senior leadership needs to visibly demonstrate commitment, e.g., the CEO of Anheuser-Busch made a simple change to ban cell phones in meetings – meeting quality immediately improved. Others have tried to institute similar changes, but failed because they didn’t have senior leadership commitment.
To avoid being top-down directive, senior leadership sets the tone by setting goals for how to work ensuring that the necessary tools, knowledge, and capabilities are available to achieve quality results and be successful. Coaching, follow up, and feedback is required to support the transformation.
“Transforming an organization is not a one-step process.”
Before embarking on creating a high performing culture, an assessment is needed to determine the organization’s current cultural maturity level. We look at the Key Indicators in the Organizational Performance Culture Maturity Model (OPCMM), such as leadership, people, collaboration, meetings, projects, and reaction to change. We then develop an effective program suitable to achieve your organization's sustainable growth.
Most organizations today fit between Level 1 traditional culture and Level 2 evolving culture. These organizations are largely lead top-down directive: people follow directions; collaboration looks to leadership for guidance, meetings are viewed as a waste of time, projects struggle with methods, and change is difficult.
For an organization to achieve Level 4 high performing culture it must increase productivity and engagement; improve morale, and share risk and responsibility. A high performing culture embraces servant leadership: people are fully engaged setting and achieving direction, consensus building is the norm and collaboration is authentic with effective tools to help. Meetings are productive engaging people in decision-making, projects follow consistent methods that those on the project understand, and change is embraced. 
“Achieving a sustainable high performing culture organization makes your workforce a leader in the industry contributing to the overall well being of the organization.”
Organizational Performance Culture Maturity Model (OPCMM)
