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 data and analytics enables leaders and managers to quantify the value of their procedures and inputs and make necessary changes. In this course, we cover three sections:
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 favor flexible working conditions, placing more onus on staff to organize themselves and meet objectives. This culture suits those who appreciate mobility and autonomy, leading to higher engagement and commitment. CEOs and leaders succeed by developing a compelling vision, narrative, and mission for their organization, and role-modeling desired mindsets and attitudes. An inspiring, hands-on leader motivates staff, helping improved cultures evolve. 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 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, teams, or individuals.
SECTION 2: FACTS, Standards, and Results We face massive information overload and polarized arguments. Facts and specific standards are crucial in achieving goals and positive results. This section includes three short videos:
Information can be complicated, and facts can be boring. Ensure your facts are accurate and deliver them interestingly and clearly. Assemble your facts with care and insight. Learn to:
A Service Level Agreement (SLA) is a commitment between a provider and a client to clarify expectations and improve accountability. It defines the services, expectations, and how performance and standards will be measured. Psychologist Eve Ash explains how SLAs work and the essential steps in developing them. Obstacles can block personal growth, work opportunities, and life experiences. To overcome these and meet goals, psychologist Eve Ash shares how to PUSH:
Achieving outcomes requires focus and positivity.
SECTION 3: Manage Performance and Appraisals Sub-standard work does not meet the organization’s standards, including failing to do job duties, non-compliance with policies, unacceptable behavior, and disruptive behavior. This section includes four videos on sub-standard work and managing performance with respectful appraisals:
Consistent sub-standard work reflects poorly on individuals and management. Everyone must maintain high standards by building skills and managing performance. Many managers find appraisal interviews challenging and stressful. 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 both employee and manager. This requires responsibility, recognizing what demotivates people, solving problems together, and setting clear performance standards. Performance appraisals involve monitoring, evaluating, and documenting how employees perform their duties. They also include reviewing and supporting staff to improve where necessary.
Formal and informal appraisals present invaluable opportunities for developing team skills and challenging them to achieve their potential.
This course includes:
