Webinar On How to Create a High Performance Culture

Overview:

A culture that performs well allows an organization to accelerate its growth, increase its alignment, and hit its important strategic goals. A high performance culture supports a company to achieve its vision, strategies and business objectives. While there are basic principles and tenets behind a high performance culture, each successful company culture is unique - just as each family is unique. We can't replicate another company's culture.

Ironically, culture only matters tremendously when it's not working well. When organizational culture works well, we don't necessarily pay that much attention to it. If the culture is strained, holding the company back or creating a toxic environment, we begin to pay more attention to it. Even in a high performance culture, we should still pay attention because most likely as your company grows, your culture may need to shift. Think of it this way: Culture is the sum total of what leaders and employees have learned when they interact with each other, communicate and solve problems. 

Assessment is a key component of creating a high performance culture. When companies want to transition their culture, a cultural analysis sheds light on the key people dynamics that make operational functioning less effective, aligned and productive. Rather than taking a band aid approach to cultural transition, it's important to look beneath the surface and the symptoms to understand what works and doesn't work in their culture and WHY. We work to develop insight into how cultural drivers and constraints shape the larger organizational system. 

High performance cultures are created in relation to a specific goal, problem or challenge. We don't develop cultures without connected it to specific business objectives. Consider top three corporate priorities and identify your current culture helps or hinders them. 

Ideally, a high performance culture incorporates these elements:

An organizational culture in which great results are achieved through people, communication, ownership and challenge

Leaders and employees see their roles in relationship to the "big picture" and understand how and why they contribute. Context greatly impacts results

Organization has a clear picture of where it's going and how it will get there (within a specific time frame)

Flexibility and awareness to morph, change or expand as required

Why should you attend: Companies, large and small, are heavily influenced by the organizational cultures they've created. Whether we're paying attention or not, culture forms and changes as companies grow, merge or decline. Many of the most successful companies have developed cultures that allow their workforce to achieve strong business strategies and objectives. 

Other less successful companies decline or fail because their cultures are at odds with what they need to achieve to be successful. Learn which camp your company falls in and take charge of creating a high performance culture. 

Areas Covered in the Session:

Learn how to assess your company's culture

Determine what a high performance culture looks like for your organization

Understand signs that your culture may need attention

Review a cultural transition case study

Who Will Benefit:

C-Level Leaders

Senior Leaders

Senior Managers

Project Team Leaders

Instructor:

Claudette Rowley As an executive coach, consultant and trusted advisor, Claudette has over 15 years of experience working with clients both in the U.S. and internationally. Claudette has a specialty in providing coaching to leaders and managers as well as training and facilitating teams in corporations on communicating for results and strategic organizational change. She is a passionate and skilled at inspiring individual and organizational transformation that’s sustainable. 

Claudette designs, customizes, and delivers coaching and consulting programs and interactive trainings that result in greater self-knowledge, enhanced leadership, and more effective strategic decision-making cross functionally within organizations. Claudette has broad skills as an executive coach, consultant, and trainer, and is experienced in designing and delivering coaching and training programs to include: effective communication, difficult conversations, decision making, influencing, conflict resolution, building effective teams, organizational alignment, accountability, leadership development, strategic thinking and planning, delegation, managing workplace change, negotiation, coaching for improved performance, and developing high performance cultures.

Claudette’s background includes experience working with Fortune 1000 companies, educational institutions such as Boston University School of Law, as well as non-profit organizations, and small businesses. In addition, Claudette’s expertise is coaching and training individuals and teams to manage conflict and communicate strategically in a wide range of complex situations such as systemic conflict, business partner and co-leader disputes, and disruptions resulting from rapid organizational or cultural changes. She is also an experienced practitioner in the Five Dysfunctions of Team methodology, MyersBriggs Type Indicator, the Synergist Quiz, and Thomas-Kilmann Conflict Mode Instrument and facilitates leadership and team development training programs using these instruments. 

Claudette holds a Master of Social Work degree from the University of Michigan and the Professional Certified Coach credential through the International Coach Federation. She has completed additional training in organizational development, conflict resolution, mediation, the Predictable Success business life cycle model, and relationship systems coaching.

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