In his seminal text, Good to Great, Jim Collins devotes his central chapters to organizational honesty: Honesty regarding 1) who must be on and off your team, 2) the brutal facts of the current reality, and 3) what your organization can do best...and what it is better off leaving alone. (2001, Harper Collins, NY, NY)
The Highly Performing Organization
Common to every highly performing organization, are people enthusiastically working together toward a clear and common future. Leaders rally people towards a better future.
What kind of investment will propel your organization today?
Would you like to:
- Boost the performance and profitability of your business units and enterprise?
- Become an employer of choice where employees and managers look forward to coming to work?
- Create a "we" culture of engagement and accountability?
Your challenge: Despite multiple initiatives, your organization struggles to focus on value-creating activities.
- Do business units fail to cooperate, but instead display "us/them" attitudes and personalized conflicts that clog the real agenda?
- Are hard-working managers overwhelmed with lists of operational priorities, "fire fighting", and struggling to help everyone pull together?
- Do employees spend excessive time on personal issues and sniping at management?
- Why are so many people uninspired and unproductive at work?
Happily there is a clear solution to this collection of challenges.