Companies are always searching for strategies to take them from good to great and the leaders we talk with often express their desire to develop a “high performance” culture. But what are the characteristics of a high performing workplace?
Recently I had an interesting meeting with Dr Michael Bernard. A noted academic, author of more than 50 books and founder of the You Can Do It! Education program, Bernard was also the first sports psychologist to work for the Collingwood Football Club. Now applying his broad expertise in the business word, Bernard believes managers and HR practitioners need to commit to strengthening the psychological capacity of their workforce, at all levels of the organisation.
“In order for employees to work at the very highest levels of productivity and to contribute to the delivery of business strategies that achieve corporate objectives, companies need to invest in their development as people.” Michael E. Bernard
According to Bernard, high-performing workplaces are a by-product of two forces that influence one another: positive organisations (leadership, management, culture) and the positive mindsets of its people.
Characteristics that contribute to a high performance workplace include:
Positive organisations matter but people’s mindset matters most. As part of their mindset, high performers have a well-developed set of behavioural strengths that they call on in tough work situations including: self-management, persistence, organisation, confidence and getting along with others. They are more aware of any performance blockers they experience and remain in control.
- A culture that embraces change
- Managers and employees who excel at cooperation and collaboration, internally and with customers
- Extensive involvement of employees in developing strategy and in decision making
- Ongoing learning and development
- Expertise in information and communication technologies
- Utilisation of unique employee strengths
Because of these behavioural strengths and their commitment to success, commitment to others and commitment to themselves, high performers respond more quickly to tough situations avoiding a negative downward spiral of work performance, bottoming out or burnout. They are also adept at solving problems and dealing with difficult people.
The good news is that these high performance capabilities can be developed through a range of training programs and initiatives. If you’re interested in finding out more about the specific beliefs and behavioural strengths of high performers, check out Dr Bernard’s High Performance Mindset at Work video
, download his just-released e-book “Procrastinate Later!” for FREE at www.workmindset.com
or email me