Elite Performance Demands Elite Leadership
Every organisation employs staff who bring a whole lot of baggage to work
, some which is constructive and enables them to perform; some of which seriously gets in the way. The organisation never asks for it but bottom line, has to manage it. Organisational history can be rich and proud or torrid and unfulfilled but changing contexts demands that they change too.Not every organisation has the luxury of building their culture from scratch. If we take high performing football teams that used to be marred in controversy as examples, we see even organisations with notorious legacy cultures can change. That is heartening if we think about how many companies around the globe are trying to do that as we speak.
How do we drive a winning culture?
1. Companies must have a crystal clear picture of whre they are going. Their people need to 'get it'. For football clubs this might be paraphrased as "winning premierships on a sustained basis" and perhaps also "making our players into better people by the time they leave our Club". Whilst these visions may also be accompanied by tribal passion, big dollars, high player profile, their formula is compelling as a blueprint for any successful organisation.
2. Organisations must remember to inspire their people about why the business exists and successfully attach a social or moral cause to strategic goals. People have to connect emotionally with why they do what they do. That is, they need to be 'moved by it'. Too often leaders dwell on what has to happen i.e. business results and forget to keep spruiking the "why" it matters.
3. Professional sporting teams jealously guard good culture and show in their actions they are prepared to do what it takes to preserve it. Whatever the organisation's code, their people need to 'live by it'. Whereas in the past few years, international attention surrounded Cricket's legendary spinner, Shane Warne, there has been a lot of publicity in the past two weeks about famous football player scandals and improprieties. It appears that one Victorian football team, Carlton, has made good on its promise to trade Brendan Fevola, a decision more remarkable when one considers he has been their leading goal scorer for several consecutive years.
How is that relevant to us? Every organisation has their rainmaker, their number one sales person, their talented high profile stars but what price if the organisation continues to tolerate or tacitly condone sexual harassment, bullying, expense rorts or any other form of counterproductive workplace behaviour. What message does it send to clients, suppliers and "players", when the ends justify any means? What are the parallels between successful sporting and other organisations? Yes, a football club in any code enjoys important differences to other enterprises. Governemnt agencies do not win golden cups nor can they sack "players" easily but they are trying to assign tasks, kick goals and need focus adn discipline to be successful. They also need to manage their brand, attract sponsorship dollars and talent. They need to create the optimal environment for success; leveraging success factors and crashing through the barriers to that success.
Enlightened organisations act intentionally and shape the behaviour they get by the effort they go to to model and reward it.
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