The role of performance in every business cannot be overemphasized. It is irreplaceable, inexcusable indispensable, and unavoidable. Whereas the benefits are many, the consequences of its absence are dire. Measurable results, low workforce turnover, new ideas, loyal team, and realizable vision are just to name a few. Tansey (2021) affirms, “Simply put, a high-performance workplace is one that works well.
Employees are highly productive and motivated. They have the resources they need to meet and exceed their goals, feel supported by their manager, are aligned with company values, and feel favourable about corporate leadership.”
High performance is as crucial and necessary as oxygen and the earlier we embrace this culture of performance, the better at reducing the ramifications on our businesses. Below are six (6) critical insights to help build a high-performance culture among today’s workforce:
- Be deliberate to create your future
The subject of Performance is one of critical importance for every business under the sun. Without performance, all businesses are bound to come to a standstill. The best way to predict your future is to create it, affirms Peter Drucker, the management guru.
The concept of performance has nothing to do with plush edifices, exotic interiors, cars, and resources. After all, they can all be drained with carelessness and non-performance. As a matter of urgency, what we find lacking, we must be prepared to create.
The rising tides and winds of change are calling for clear thinking and communication anchored on a determined character. Getting your team to be deliberate in their thoughts and actions is critical to the success of every assigned function.
Daily observations coupled with weekly appraisal and ensuring every ledge on the operation matrix is delivering on expected key outputs. Concurring with Peter Drucker, it is a glaring truth that “plans are only good intentions unless they immediately degenerate into hard work.”
And this can only happen when leaders are deliberate to create a performance culture and consequently ensure that every member of the team is also deliberate to pursue the results.
- Overcoming the obstacles: become resilient
Over the years, we have had to overcome several challenges in the business terrain we find ourselves. And despite the myriad of besetting and unfavourable circumstances, we are still forging ahead with the dream of building a high-performance culture among teams in organizations. COVID-19 pandemic is here and has impacted every business on the planet.
On one hand, it has heightened the urgency for rethinking, retooling, and renovating business functional frameworks, whilst also creating new opportunities on the other hand.
The erosion of capital and stakeholders’ value, high workforce turnover, having to handle evolving and sophisticated customers, challenging business relationships and situations, amongst others are pending challenges to be tackled as a result of the pandemic.
Nevertheless, today’s leaders will have to confront the prevailing obstacles in the face and develop a strategic, cogent, and pragmatic approach to overcome these obstacles. Exposure, as a reputable brand, has been resilient over the years persevering in building trust, ensuring reliability, and offering great value at serving our target market niche.
These unpopular speed lanes and risky highways we have persistently travelled to enforce our beliefs through the quality of our service output to our clientele. For businesses to survive into the future, resilience must become a driving force to guard the performance agenda.
- Swift Shift, Response and adaptation
Still in the world of Peter Drucker, we observe his assertion that “People in any organization are always attached to the obsolete – the things that should have worked but did not, the things that once were productive and no longer are.” The reality is that times have changed and trends will keep evolving.
The business landscape has dramatically changed with the introduction of the internet and the advancement of mediated communication technologies. And with the advent of the COVID-19 pandemic, everything has been impacted and being transformed by a swift response in tackling the impact of the pandemic.
This essentially beckons all progress-driven businesses and leaders to take the subject of performance seriously.
We don’t need to get stuck in the past, persistently sticking to the scripts of old. To be able to nurture and sustain performance among teams, business leaders must of necessity shift in their response and adaptation to the continuous and rapid change in the marketplace. As the times change, we must reorient team mindsets to think towards the paths of progress, change, innovation, and renovation.
Right from the corridors of the frontlines, production and distribution outfits, the market, the C-suite, and all the way to the board room, leaders must nurture the concept of performance through the engendering of a swift response and adaptation at every point of interaction with the business and the customer.
6 Critical Insights to building a high-performance culture among teams – Vote us number one (Part 2)
Continued from the previous episode, we observe the remaining insights at building a high-performance culture among your workforce.
- Attitude is everything – Dare to Be Different
The place of attitude at service is the needed catalyst to create a memorable and valuable impact for today’s customers. To borrow from Peter Drucker again, “Unless commitment is made, there are only promises and hopes; but no plans.” In our bid to be different in the marketplace, we have encountered several unfavourable incidents during service interactions with several business entities.
We identified weak frontlines, apathy during the service encounter, rude and unruly behaviours, unreliability with the brand promise, several untrained staff, many round pegs in square roles, etc.
Upon identifying some of these gaps, we decided to embark on this audacious dream of building a high-performance workforce and teams through our Sales and Marketing Performance training apparatus. Our rigorous, distinctive and different approach at training has positively impacted most of our clientele with the needed impact and value-saving opportunity. Sitting on the fence doesn’t solve problems and neither does it produce any value.
Today’s workforce must be empowered with the right attitude to serving today’s customers. Baptized by the spirit of commitment to the business process, a high-performance team must first approach the art of service internally through treating their colleagues and management as valuable customers before trying to extend this treatment to the firm’s external customers. Talking-the-talk and walking-the-talk is the new chorus for high-performing teams today.
- Retooling & Reskilling- Constant Sales Performance Training
To reiterate, performance is everything in business. As unavoidable as oxygen, businesses whether SMBs, Large corporations, or multinationals are doomed if they trifle with the concept of performance. To quote Drucker again, “What’s measured improves” and it is in the orbit of performance that you get the opportunity to measure the efforts of your team.
With the growing competition and plethora of product and service offerings coupled with innumerable knock-offs, there is an urgent need for companies to invest in re-skilling and re-tooling through constant and consistent performance training for every member of the team.
More crucially, with the ensuing change driven by technological advancement and emerging media, today’s businesses must be swift in their response through constant sales coaching and the adoption of the “all sell all” approach to ensure that the business gleans revenue at every opportunity through well-defined touchpoints interacting with the customer and the market.
To this end, Sales Performance training must become the focus for every serious business to keep the Sales cutting edge sharp and the revenue bag full. Constant and consistent retooling and reskilling of teams are what ensure performance.
- Lead by Example
Dr. John C. Maxwell, an expert on leadership asserts that “everything rises and falls on leadership. We have often espoused during leadership and other corporate training sessions, that leaders lead and followers follow. Peter Drucker avows that “Leadership is not magnetic personality that can just as well be a glib tongue. It is not “making friends and influencing people”, that is flattery.
Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.” To drive performance in teams is the gross duty and singular responsibility of the leader to use his persona, wits, charisma, and experience to galvanize the whole team towards that specific set mark that must be attained.
Followers don’t act upon what they hear leaders say, instead, they imitate what they see their leaders do. Getting a nod and applause doesn’t reflect in the sales figures or the expected service quality experience for your customers. The reason simply stems from the reality that teams will imitate the attitude of their leader.
Hence today’s leaders must lead congruently and in alignment, with the set vision, they hope the team would embrace. As it were, the standards are already high and it is prudent and valuable keeping them high than bring them low. Leading by example is very powerful, relevant, and strategic at building a burgeoning performance culture among teams.
Together, we can change the present outlook through a performance output. We can change the narrative by being deliberate, overcoming the obstacles, being resilient, having an attitude that makes the difference, constant reskilling and retooling, and ultimately leading by example. With these keys, let’s raise the bar through performance.
We have the opportunity of being nominated to contest the best CEO Award, Consulting (Marketing) Category. With your votes, we can drive up results and keep spreading the infection of performance. We are counting on your massive votes to bring this award home. We are eternally grateful to have you do us the honors by voting massively for our nominee: Rev. John N.A Thompson (Lead Consultant & Principal Trainer – Exposure Consult Limited).
Rev. John Thompson has spent his career over the years building high-performance culture in organizations he has consulted for. He has worked in Branding, Sales, Marketing, Strategy, Business Planning, and strategic execution capacities at ‘Exposure’. As a certified Train the Trainer and Sales performance coach, he has added value to many teams and corporate professionals. His consulting clients include Local and Multinational companies in FMCG, Retail, Renewal energy, Pharmaceutical, Insurance, Real estate & Construction, consumer products, financial services, and Hospitality industries, amongst others.
Lauretta Thompson (Mrs.) She is an associate consultant and in charge of Sales and Administration at ‘Exposure’. With a versatile skill-set, well vexed in customer service and service quality; she has worked her career building valuable business relationships, perfecting the art of cold calling, closing deals, and ensuring that clients’ expectations are met through service quality and professionalism. She has effectively managed different teams to pitch and win accounts of both local and multinational corporations.