{"id":81386,"date":"2022-02-14T11:18:46","date_gmt":"2022-02-14T19:18:46","guid":{"rendered":"https:\/\/www.betterworks.com\/?p=81386"},"modified":"2022-11-29T01:56:29","modified_gmt":"2022-11-29T09:56:29","slug":"develop-a-high-performing-culture","status":"publish","type":"post","link":"https:\/\/www.betterworks.com\/magazine\/develop-a-high-performing-culture\/","title":{"rendered":"How Can You Develop and Build a High-Performing Culture?"},"content":{"rendered":"\n

The secret to building a high-performing culture is empowering employee potential and purpose.<\/p>\n\n\n\n

Legacy performance management models don\u2019t give employees a sense of purpose in their work, and that\u2019s a huge missed opportunity for business leaders. When employees felt just 10 percent more connected to the company\u2019s mission, turnover decreased by 8.1 percent while profitability climbed by 4.1percent, Gallup found<\/a>. <\/p>\n\n\n\n

Modern performance management aligns company goals to each employee\u2019s performance. They can see how their work supports the larger business strategy and that sense of purpose fuels better performance. <\/p>\n\n\n\n

We invited Joan Goodwin<\/a>, Deloitte\u2019s National Performance Management Practice Lead, and Michaela Schoberova<\/a>, Worldwide Director of People, Organization, and Leadership Development at Colgate-Palmolive, to our Empower HR summit<\/a> to share their insights on how adopting modern performance management can help you develop a high-performing culture.<\/p>\n\n\n\n

Translate Corporate Objectives Into Daily Goals<\/h3>\n\n\n\n

Goal alignment is key to building a high-performance culture. If yearly planning is divorced from actual performance, employees will feel disconnected from their purpose. But aligning company goals across the organization gives employees a clear line of sight into how their work impacts the bottom line. <\/p>\n\n\n\n

Managers and employees need to collaborate in setting goals for themselves that prioritize high-impact actions. But employees don\u2019t always see their purpose clearly since it\u2019s not how we\u2019ve traditionally talked about their performance. \u201cPeople have difficulty \u2026 defining: \u2018How can I really<\/em> impact this huge corporate objective in the role that I<\/em> do?\u2019\u201d Goodwin said.<\/p>\n\n\n\n

Managers need to help translate larger corporate objectives into outcomes that their teams can focus on to drive business results. The issue is that most managers aren\u2019t trained to clearly define goals for individuals. \u201cMost people haven\u2019t exercised that muscle very much,\u201d Goodwin said. It can be challenging for managers to make these high-level connections themselves if they haven\u2019t had the training and practice to learn how.<\/p>\n\n\n\n

The first step to put your annual planning into practice at a granular level is to train managers to make these connections for their teams.<\/p>\n\n\n\n

Connect Performance With Potential<\/h3>\n\n\n\n

Take an iterative approach to achieve company goals to help employees recognize the connection between their work and your business strategy. Breaking larger goals down into smaller parts gives employees more time to develop themselves and improve their performance.<\/p>\n\n\n\n

This approach is very different from what most employees expect from their managers. While performance management and appraisals have traditionally been transactional, the new performance management model is aspirational. Managers help employees realize their potential through continuous feedback and coaching to help them find their strengths and aptitudes. This process empowers employees to think more strategically about their part in driving results.<\/p>\n\n\n\n

The mindset shift of connecting performance with potential can also fill in resource gaps. Employees need to know about learning, development, and career mobility options. Without that, \u201cthey don\u2019t have that opportunity to build skills and capabilities that they\u2019re really looking to build and further their career,\u201d Goodwin said. <\/p>\n\n\n\n

Managers need to be intentional in connecting employees with the opportunities and learning resources they need to expand their skillsets for the future. <\/p>\n\n\n\n

Reimagine the Manager\u2019s Purpose<\/h3>\n\n\n\n

Managers must transform into people leaders to adopt the new performance management model and empower employee potential. \u201cThe manager\u2019s job is no longer controlling, managing, supervising,\u201d Schoberova said. \u201cIt\u2019s more about enabling the performance of their team.\u201d <\/p>\n\n\n\n

In practice, empowering potential means clarifying what needs to be achieved and how that work supports the overall annual plan. It requires letting go and allowing employees to own the \u201chow,\u201d whether that means working remotely or pioneering more efficient processes to complete tasks. <\/p>\n\n\n\n

Managers must be available to remove barriers and provide coaching. In coaching conversations, managers need to ask good questions to help employees generate alternative solutions to problems. <\/p>\n\n\n\n

Expect a learning curve as you implement these processes. Most current managers were promoted for technical proficiency, not for leadership skills. Managers will also need the training to take on these new roles and responsibilities. Provide managers with feedback to foster self-awareness and tools to build their critical thinking and relationship skills. <\/p>\n\n\n\n

Shifting to a new performance management model will help your company achieve aspirational business goals. But that requires a transformation in both mindset and daily behaviors. Take an iterative approach to change, giving employees a voice in new performance processes. \u201cDiscover what people\u2019s needs are, be people-centric, create together with them,\u201d Schoberova said. <\/p>\n\n\n\n

By taking the steps outlined here, you can bring your annual planning and business goals to life through employees\u2019 daily actions.

Watch Joan Goodwin and Michaela Schoberova\u2019s session on demand<\/em><\/a>.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Find out how Colgate-Palmolive used modern performance management to develop a high-performing culture <\/p>\n","protected":false},"author":44,"featured_media":81389,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"off","_et_pb_old_content":"","_et_gb_content_width":"","content-type":"","inline_featured_image":false,"footnotes":""},"categories":[236,3307],"tags":[],"featured_location":[],"industry":[],"class_list":["post-81386","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-employee-engagement","category-performance-management"],"acf":[],"yoast_head":"\nAlign on Goals to Establish a High-Performing Culture<\/title>\n<meta name=\"description\" content=\"The \u201cset it and forget it\u201d performance management model is dying. 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