One of the great things about modern technology is access to information anytime. Like many educators I find holidays a time to catch up on much reading that is unable to happen during term time for whatever reason! During term everything I mostly read is for work or class which is normal enough. The rest of the time is spent doing “business” stuff that is critical but not very exciting to blog about.
One of the things I spent today doing in between a thousand other things was multi-tasking writing magazine reports, analysing HSC results, having BBQ lunch and recording ATAR scores, monitoring my daughter swim around in the school pool, talking to “new” old boys celebrating their final day at school with their best mates. Oh the joy of being a teacher! Anyway modern communication keeps you in touch via Facebook and Twitter and so today I spent time reading some great articles. One I love comes from Harvard Business Review that I know many Business minded educators read. Today I read an article that sums up much of what great schools spend their time trying to do, that is trying to build a high performance culture. The article was titled, The Defining Elements of a Winning Culture by Michael C. Mankins, and talks about the secrets behind organisations who gain a ‘competitive advantage’ by virtue of their organisational culture. The key point I liked was the reference:
Winning cultures aren’t just about affiliation; they are also unashamedly about results
Results are key to great schools. Goals set and results achieved rather than simply talked about around a management table where people sit idly and then go back to their teams and implement nothing. The other ingredient which is hard to buy is passion. How do you instil passion in employees? I don’t know the answer to this one because for me it is built in characteristic not one that can easily impart or train staff to obtain. Passion drives success culture and helps build high performance by virtue of the staff who have the passion to want the best in everything they do. I find in the schools I work in many teachers have a passion for teaching and learning and the great teachers are the ones who can impart this love and passion for learning to their students.
Linking performance to strategic direction is important too. What drives individuals every day in their job? The answer is linking to a bigger picture called strategic direction that all great schools and systems have. How do you get staff to buy into this? That will be another time and another HBR article. For the moment I will leave you with the great summary from the Harvard research into the top seven characteristics that build high performance culture:
- Honest. There is high integrity in all interactions, with employees, customers, suppliers, and other stakeholders;
- Performance-focused. Rewards, development, and other talent-management practices are in sync with the underlying drivers of performance;
- Accountable and owner-like. Roles, responsibilities, and authority all reinforce ownership over work and results;
- Collaborative. There’s a recognition that the best ideas come from the exchange and sharing of ideas between individuals and teams;
- Agile and adaptive. The organization is able to turn on a dime when necessary and adapt to changes in the external environment;
- Innovative. Employees push the envelope in terms of new ways of thinking; and
- Oriented toward winning. There is strong ambition focused on objective measures of success, either versus the competition or against some absolute standard of excellence.
One of my goals in 2014 will be to return to this research in the team I lead and try to use this research. There is much great learning to be gained here! Using this 7 point performance framework could be a good way to start our 2014 conversation.