Have you been in meetings where you interpret something that has been said by your boss very differently from what one of your colleagues may have interpreted?
Have you had moments or days when you feel everything is going wrong, until you see someone else having a worse time which pales yours in comparison?
Have you observed situations where two people could have faced the same situation, yet one considers it as a challenge to be overcome whereas the other person dwells on it, complains about it and their body language and facial expression conveys that they are having one a nerve wrecking experience?
How many times have you for any small mistakes made, stated that “I have messed up” instead of “I made a mistake”?
When I coach leaders, executives and professionals, I hear negative statements about who they are or what they are not good at or what…
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Some businesses focus on creating a culture of fun, so leaders fill break rooms with kegs and fruit snacks. Others pinpoint that they want a culture of transparency, so developers create open forums for inner office dialogue and feedback.
These can be good tactics to employ when working to create a company culture.
But if your culture is tactical and not strategic, these types of approaches ultimately won’t have a large impact on a more important issue — how your company performs.
Creating a High-Performance Culture
A high-performance culture creates a high-performance business.
And to do this, you need leaders who can embed this into company processes.
To create and maintain a high-performance culture, it’s crucial for leaders to be aware of their own beliefs and assumptions about how work should get done. They also need to be aware of how those beliefs influence and reinforce behavior within a company.
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