In Leadership

Transforming an organization to drive a high-performance employee culture is always a tricky thing to consider. It may have serious consequences on the employees’ mindset. Some may experience it as micromanagement, while others might be thrilled. 

Therefore, you need to be extremely careful in cultivating a high-performance culture.

Identify the areas where you need improvement and incorporate them into your organization. However, as a leader, you will need to make changes in your habits and practices as well to make sure that your employees follow suit. 

Below are a few tips that will help you create a high-performance culture in your company: 

high performance culture

1. Nurturing entrepreneurial leadership: 

Nurturing  your managers to take leadership of their departments will help in creating an independent structure. However, having your employees take the lead can also create a few obstacles. 

Here are a few ways to encourage and nurture entrepreneurial leadership among your employees: 

  • Abolish any of your own micromanagement practices in place that may demotivate your employees. Instead, hold your employees accountable for any wrongdoing/inaccuracies in their departments. 
  • Encourage original ideas in your employees and ask them to come up with practices that can change the norms being followed in your company. The idea is to uphold optimization instead of grandfathered practices. 
  • Instead of acting harshly when someone makes a mistake, encourage them. Treat a mistke as a learning opportunity that will help your employees not replicate them in the future. Since nearly 27% of employees strongly agree that feedback helps them improve their work, try to provide constructive feedback to your employees. 
  • Keep monotony at bay by assigning new projects and sharpen your employees’ minds by having them work on projects outside their traditional duties. However, keep in mind that not everyone will enjoy these new responsibilities, so assign them mindfully. 

2. Foster engagement:

Engaging with your employees is a great practice to make sure your interests align with your employees. 

You need to understand their goals. Their resume skills may not illuminate what you need to do in order to make sure that they are emotionally invested in developing your brand, so you must help them develop and reach their goals as well. 

For instance, the following practices can be incredibly helpful: 

  • Effective communication: Communicate with your employees because each one of your team members is different. You need to understand what their idea of innovation and transformation is and what they want out of this job. It is important to involve your employees in key decision-making processes as an organization stands firm on the shoulder of its employees. So, effectively communicate with your employees. 
  • Onboarding & exit interviews: It is vital that you start understanding your employees’ goals from the start of the onboarding period. Further, there are bound to be employees who will leave, but the idea is to understand why they left. Was it because the company failed to give them challenging work, or did they have any personal reasons. Exit interviews will help if you incorporate what you learn from them.
  • Give everyone equal access to the collective intelligence of the group with a tool like Givitas. While communication with your direct reports is important, it’s also important that you give them a fast, easy, efficient, and nurtring way for them to share knowledge with each other. The Virtual Reciprocity Ring is another one-time exercise you can do to encourage team collaboation and cohesion.

3. Motivating your remote employees: 

As companies are forced to work remotely due to Covid-19, employees that are working from home may feel separated from the company. As there will be inaccuracies with the lack of face-to-face engagement and supervision, your employees may get discouraged. 

Here is how you can keep your employees motivated during remote work:

  • Daily check-ins: Just reaching your employees via emails/text messages is not going to be enough. Make sure you are regularly engaging with your employees via phone/video calls. Though group video conferencing is ideal, it is important to check with your employees individually to see how they are doing or if they are facing any difficulties transitioning to remote work. 
  • Virtual interaction: Water-cooler talk plays a vital role in nurturing an ideal work environment and fostering collaboration among your team members. However, there may be a communication gap among your employees. To overcome this, organize virtual social gatherings frequently. 
  • Knowledge sharing: Give them ways to exchange knowledge quickly and simply, and in ways that foster generosity, trust, and gratitude.

4. Training and development:

It is rare to hire employees that tick all the boxes and fit your requirements. Some of your employees may be specialists with specific roles but not know much about your industry. Therefore, training and nurturing such professionals is essential to boost productivity and overall performance of the company. 

So what works well in training and professional development? 

Instead of just providing rigorous training to your employees, you should incorporate mentoring to help with constructive feedback. 

It will also work as a reality check to improve the company’s performance as you can identify the weak areas of your employees. By helping them, you can also tick off the pointers stopping your organization. 

Final words

To end, here is what we covered: 

  • Nurture entrepreneurial leadership to have employees take control of their tasks and department.
  • Improve engagement to identify gaps and aligning them to achieve mutual goals.
  • Stay in touch with remote employees so that they do not feel isolated. 
  • Deploy training and development practices to level up skills.

About the Author

On a quest to help professionals across the world land their dream jobs, Aditya lives and breathes Hiration — a platform to help job-seekers find their way in the treacherous job market — where he’s a Co-Founder, CTO, and the unofficial CPO (Chief Problem-solving Officer). He likes to code away his days and nights when he’s not busy disrupting the career space.

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