Tallahassee Journal

Business Management: Management Primer for Creating & Sustaining a High Performance Business Enterprise

Business Management: Management Primer for Creating & Sustaining a High Performance Business Enterprise

Contact INNOVA Group Today for High Performance Management Training
A high performance business enterprise is an organization of stakeholders that learns with customers to add value, achieve satisfaction, and pursue excellence faster than the competition.


A high performance business enterprise is an organization of stakeholders that learns with customers to add value, achieve satisfaction, and pursue excellence faster than the competition.


A management community (executives to supervisors) that sets clear, challenging expectations, instills a Developmental Leadership culture, and uses learning based performance management to promote self-governance, continuous improvement, and growth


Diverse metrics are used to constantly reveal organizational competitiveness level, the need for infrastructure and cultural change, and business outcomes


High performance organizations require:

• Management community dedicated to being customer-centric (vision, mission, principles and business model)

• Management community that leads and governs by empowering all stakeholders to be self-governing (system management, process owners, value stream and project management stakeholders)

• Management community that invites and engages all stakeholders to be servants of potential who use learning, continuous improvement, and marketplace success to empower one another in the pursuit of excellence (culture of self-confident, self-governing learners and doers)

• Transparent communications and collaboration based on maximizing potential and accountability management (business excellence planning, dashboards, team building)

• Use of training and development to constantly increase stakeholder capability (customer awareness and understanding, technical skills, process management acumen, communication skills, self-confidence and discipline, systems thinking, and cultural institutionalization)

• Application of learning based performance management to constantly promote the pursuit of marketplace excellence and maximization of organizational and human potential (governance methodology of providing focus, stakeholder engagement support and behavioral alignment)

Characteristics of High Performance Organizations

High performance organizations possess:

• A common governance language for planning, monitoring, and controlling work (self-governing communications and behaviors)

• Understood and shared management processes to define, execute and control work (value stream and project management)

• A culture in which everyone is a Developmental Leader, being a servant to one another in constantly capturing human and organizational potential (using learning for power and influence)

• Governance being conducted in a systematic way using transparent communications and self-directed accountability with customers (monitor and control using customer-friendly, automated and integrated communications)

• Organizational and human potential being leveraged through the use of strategy and timely use of resource utilization (adapting and flexing with the marketplace)

Effort Needed to Create High Performance

To create a high performance organization is a multi-dimensional change management process:

• Create the marketplace need for high performance and define what it will take for a management community to achieve success

• Use metrics to define the gap between current performance and needed performance

• Identify the thinking, communications, and behavioral changes needed to produce the leadership culture, process excellence, and accountability management needed to promote and sustain high performance

• Train and coach the management in the high performance requirements and hold them accountable for change

• Using monthly or quarterly performance reviews to promote reflection, introspection and growth

• Continually coach and mentor the management community

• Annually assess progress, initiate corrective action if needed, and publicly recognize progress achieved

• Establish the training and education support needed to provide necessary ongoing learning, skill development, sharing of best practice, etc.

Potential Restraining Factors

To create and sustain a high performance organization is very challenging. To achieve success, leader/managers must often eliminate or mitigate many of the following organizational restraints to change.

• Existing communication among management community stakeholders is conflicting, untimely, and often misleading or misinterpreted

• Lack of leadership and governance that creates little guidance, promotes a sense of permissiveness, confusion, cynicism, skepticism, etc.

• Corporate politics and game playing that lead to disenchantment, unresolved conflict, disrespect, and a lost sense of value

• Management decision-making that represents functional bias, arrogance, lack of understanding, and ego deprivation

• An associate climate and a feeling that no one cares about career development, personal growth or advancement

• Management integrity is often questioned by customers, associates and suppliers

• Associates feel disrespected and intimidated because the management community routinely micromanages, second guesses, and counters associate decisions

• Compensation is the only way managers motivate associates as they routinely demonstrate insensitivity to associate work volume, time constraints, and lack of resources

• Performance management is done in an untimely manner and routinely is used situationally to rationalize decision-making

• Management community focuses only on work completion and not on improving governance processes, employee well-being, or creating greater company flexibility and capacity to perform

• Past and current marketplace success creates a false sense of leadership and management capability in capturing marketplace and human potential

• Existing management community members are ineffective and cannot embrace or perform to high performance expectations.

Any of these organizational dynamics can restrain or prevent creating and sustaining high performance. If any of the restraints exit, they make the journey of change more challenging and difficult.

Leading and Managing Change

To successfully promote and institutionalize change requires the use of strategy. This strategy should be based on building and maintaining trust among stakeholders while using both quick cycle and programmatic initiatives to alter current practices. In addition, accountability management must be instilled to assure progress is achieved and recognized in a timely manner. This means:

• Communicating marketplace strengths and challenges on a continuous basis to business enterprise stakeholders

• Assuring a management community can inspire and energize stakeholders to be learning based, introspective, collaborative, self-governing, and systematic in defining and capturing potential

• Creating and sustaining stakeholder trust based on being servants to collaboratively defining and capturing potential for the common good (be the reward, not the harm)

• Using a quick cycle approach to change when everyone is in agreement that a change is needed and is for the benefit of all

• Using a programmatic approach to change when stakeholders must be engaged in understanding benefits, embracing and managing risk and becoming committed and disciplined in promoting and implementing the change

• Using a metrics dashboard and project portfolio to track change initiatives and recognize and reinforce stakeholder commitment to learn, improve, and pursue excellence in execution and outcome

• Promoting and exhibiting Developmental Leadership so that a learning culture becomes a constant catalyst for stakeholder thoughts, communications, decision-making and behaviors

• Routinely benchmarking competitors and marketplace business enterprise participants to identify and share best practices

• Seeking, as appropriate, public recognition for high performance success as a form of stakeholder encouragement and confidence-building.

Sustaining Gains

Once the journey to high performance has begun, the gains in implementing change must be sustained while new changes in thought and behavior are being promoted and implemented. This means:

• Using learning based performance management to reinforce a culture of trust, collaboration, servitude and growth

• Constantly engaging the management community in progress reflections, introspection, and personal leadership and management self-assessments

• Assuring stakeholder empowerment is effectively being promoted and instilled through process discipline, continuous improvement and application of performance measurements

• Instilling achievement management as the governance philosophy and methodology for empowering stakeholders and assuring self-governance is a way of life

• Encouraging and enabling each stakeholder to be a develop mentalist: possessing the self-confidence and patience to constantly learn, explore possibility, continuously improve, and serve the common good in defining and capturing potential

• Asking all stakeholders to be value based, transparent, factual, and systematic in communicating expectations, progress and performance achievement

• Continually reviewing the ideas of achievement management and engaging the management community in personal introspection, self-analysis, and continuous improvement in using self-governing techniques and learning as a competitive advantage

• Continually reinforcing learning based performance management practices through training and individual coaching

• Using strategy sessions and business excellence planning with the management community and key performers to recognize progress gained and rekindle the motivation to pursue excellence.

INNOVA White Papers

Below are several INNOVA white papers on the subject of and journey to high performance.

• “Creating & Sustaining High Performance”: An analysis of the questions typically asked regarding creating and sustaining high performance

• “High Performance Organizations”: A description of what it takes to create a high performance organization’s infrastructure, culture and governance communications

• “Holistic Thinking: A Catalyst For Maximizing

Potential”: A review of the thinking needed to promote high performance and instill a culture of service, rational thought and self-governance

• “Leadership Development: A 21st Century Business

Imperative”: An analysis of how learning becomes the catalyst for all organizational stakeholders to be constantly engaged in adding value, satisfying customers and pursuing excellence

• “Promoting High Performance: A 21st Century

Management Imperative”: An overview of the governance philosophy and methodology needed to achieve and sustain high performance

• “Learning Based Performance Management”: An analysis of how learning based performance management communications creates and sustains the culture needed to achieve and excel in a highly competitive marketplace

Where will your management focus and leadership thinking take you – continued satisfaction or frustration with past and current performance or to a future of unheard of possibility, unlocked potential, and excellence in all things? – Team INNOVA

INNOVA Group is a business consulting firm, in business since 1986, specializing in Business Enterprise Leadership and Governance Improvement, Project/Process Training Certification, and Organization Development. http://www.innovagroup.com | [email protected] | 919-792-396

Media Contact
Company Name: INNOVA Group, Inc.
Contact Person: Deborah Underwood
Email: Send Email
Phone: 919-792-3968
City: Raleigh
State: NC
Country: United States
Website: http://www.innovagroup.com

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