Create a Results-Focused Culture
A results-focused culture, emphasized and thoughtfully implemented throughout an organization helps measure and improve performance.
A results-focused culture emphasized and thoughtfully implemented throughout an organization helps measure and improve performance. Research shows that a results-oriented work culture outperforms others because of its emphasis on achievement. The growth in using particular data and analytics enables leaders and managers to quantify the value of their procedures and various inputs, and to make changes where necessary.
In this course we cover three sections:
• SECTION 1: 4 Ways to Create a Results-Focused Culture
• SECTION 2: FACTS, Standards, and Results
• SECTION 3: Manage Performance and Appraisals
Section 1: 4 Ways to Create a Results-Focused Culture
When organizations are results-focused, they concentrate on achieving specific outcomes and tend to be more dynamic and responsive to changes in the marketplace. Such organizations are likely to favor flexible working conditions, placing more onus on staff to organize themselves, and to exercise responsibility in meeting objectives. This doesn't work for everyone but those who like this culture's comparative mobility and autonomy will be more engaged and committed to staying.
CEOs and leaders are likely to have greater success when they develop a compelling vision, narrative, and mission for their organization, and when they role-model the mindsets and attitudes they want staff to adopt. An inspiring, hands-on leader is highly engaging and motivating to staff – and this helps improved cultures to evolve. With a results-focused culture, leaders should communicate compellingly any case for change: why it is necessary and what it will be like.
A key criterion for creating a results-focused culture is the measurement (metrics). Psychologists Peter Quarry and Eve Ash discuss the benefits of OKRs (Objectives and Key Results) – a goal-setting framework for the whole business, for teams or with individuals.
Section 2: FACTS, Standards, and Results
We are faced with massive information overload, and we are often caught between emotional, polarized arguments and positions. In this environment, facts and specific standards are more important than ever in helping to achieve our goals and positive results.
In this section you will see three short videos:
• FACTS have Impact
• SLA - Service Level Agreement
• PUSH for Results
Information can be complicated and facts can be delivered in a boring way. Make sure your facts are accurate but make sure you deliver them in a way that is interesting and clear for your audience. Assemble your FACTS with care and insight. Learn to:
• Focus on the outcome and gather facts to support your goal.
• Ascertain which facts are credible for your argument.
• Confirm the accuracy of your facts and supporting evidence.
• Test your facts and make improvements.
• Select the best way to present them.
A Service Level Agreement (SLA) is an agreement between a provider and a client. It is a written commitment designed to clarify expectations and improve accountability. It defines the services that will be delivered, the expectations, and how service performance and standards will be measured. Psychologist Eve Ash explains how SLAs work and the essential steps in developing them.
Obstacles or limitations can block our personal growth, our work opportunities, and our life experiences. To overcome these and meet deadlines and achieve goals, psychologist Eve Ash shares how to give yourself an extra PUSH:
• Persistent – keep going, be tenacious, visualize your goal.
• Upbeat – stay energized and cheerful - this makes a tough task a little easier.
• Single-minded – focus on completion, commit to your deadline, avoid distractions.
• Humble – don't be ashamed to ask for help, be open to people's feedback, thank them.
Achieving outcomes can take considerable effort and we need to stay focused and positive.
Section 3: Manage Performance and Appraisals
Sub-standard work is work that does not meet the standards expected by the organization – provided that these standards are fair and reasonable. Sub-standard work includes failing to do the duties of your job, non-compliance with workplace policies, rules or procedures, unacceptable behavior at work, and disruptive or negative behavior that affects co-workers.
In this section you will see four videos that explore sub-standard work and how to manage performance with respectful performance appraisals:
• 6 Ways to Prevent Sloppy Work
• 10 Steps to Flawless Appraisal Interviews
• Respectful Appraisals
• Making Appraisals Worthwhile
Consistent sub-standard work reflects poorly not only on individuals but also on management and the organization as a whole. Everyone in the business must be aware of their work quality and do what is needed to maintain high standards by building skills and managing performance.
Many managers and team leaders find appraisal interviews quite challenging, stressful and awkward. Managers don't like making judgments about others and are anxious that their feedback might lead to arguments or other forms of conflict.
Some recent Gallup research found that only 14% of employees strongly agreed that their performance reviews inspired them to improve. Psychologists Eve Ash and Peter Quarry discuss how appraisals can be mutually respectful and worthwhile for the employee and their manager/employer. This requires exercising responsibility and initiative, recognizing what demotivates people, solving problems together, and setting clear performance standards.
Performance appraisals are an integral part of the management system of most organizations. They involve formally monitoring, evaluating, and documenting how employees are carrying out the duties and responsibilities of their job. They also include reviewing and supporting staff to improve where necessary.
• Ensure respectful career conversations and appraisals.
• Agree on performance standards and skills to acquire or develop.
• Give regular specific constructive feedback and acknowledgment.
• Seek specific feedback.
• Find out what motivates and demotivates people and help people feel engaged.
• Discuss and solve problems together.
Formal and informal appraisals present invaluable opportunities for developing your team’s skills and challenging them to achieve their potential.
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4 Ways to Create a Results Focused Culture10m 44s
4 Ways to Create a Results Focused Culture Quiz5 questions
FACTS have Impact2m 19s
SLA - Service Level Agreement2m 17s
PUSH for Results2m 8s
FACTS, Standards and Results Quiz5 questions
6 Ways to Prevent Sloppy Work14m 16s
10 Steps to Flawless Appraisal Interviews15m 45s
Respectful Appraisals5m 25s
Making Appraisals Worthwhile7m 19s
Manage Performance and Appraisals Quiz10 questions
Peter Quarry is a multi-award-winning psychologist who has produced and appears in hundreds of training videos with fellow psychologist, Eve Ash. Peter was the 'Resident Psychologist' on Good Morning Australia for 7 years, and hosted the SBS TV series Quandary and The Peter Quarry Show, (UK Channel 4). He recently published his first book, If I Were You – A psychologist puts himself on the couch.