5 Habits of High Performance to Instill into Your Culture

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Culture

I’ve been asked many times before: “How do we create a high-performing culture?” Other than the unique values that make it great, there is no secret to creating a culture that excels.

Google’s vision for information accessibility is one example. Facebook’s belief is that all people should have access to their information. Habits are crucial. Event-Fit

Habits are unique to each company because they are based upon the organizational leadership that drives company culture. Organizational leadership does not only refer to the founders but also to all analysts, assistants, subordinates, and others who make it possible for work to be done every day. The founder may be the one who sets the direction but it’s up to everyone to execute the behaviors that become the culture.

Here are five habits that will ensure your company stays on the right track.

1. Ask for help.

There were many things that could cause a SEAL to be kicked out of my Navy command, including being stupid. This was not just behaviorally, it was also personal. You see, if a task was clearly requiring more people but the taskmaster refused to ask for help, then the question becomes, “Why not?”

What does refusing help reveal? It’s a sign that someone is too egotistical, and there’s no room for it in the boardroom.

2. 2. Have “practices” and not meetings.

Even the mention of “meetings,” is enough to make people shake their heads — they are monotonous, boring, and unproductive. Can I keep going? The practice of something is a sign of improvement. Did you ever feel bad after participating in a team-based, sports-based, or musical practice? neft

It’s not enough to change the word “meeting” into “practice”. Instead, it is the actual behavior-based actions, as well as positive intent to that, is the key.

This is how it works: In sports practices, there are clear goals with clearly defined roles, responsibilities. Expectations and repercussions. Meetings “practices” are no different.

3. Critical reflection is essential.

First, you have to understand yourself before you can really understand others. After-action reviews (AARs), which are an excellent way to get to know yourself better, will help you understand your role within the wider organization. AARs provide a way to learn from your peers and collaborate with them. AARs are primarily concerned with three things:

  • The intention of a task.
  • The actual task’s outcome.
  • The behavior, assumptions, and decisions lead to the difference in what was supposed to happen and actually occurred.

Important learning is found in the third item. Share lessons learned in a group. This allows you to gain new insights and situations that aren’t available before. It also helps you set a standard of judgment for the next challenge.

4. Be prepared to have difficult conversations

It is a breach of the discomfort factor that can cause uneasy conversations to occur by falling right next AARs. It is what makes a leader different from all others. It’s what accountability is all around.

5. Take responsibility for yourself and other people.

As long as your colleagues live that standard, there’s nothing wrong in holding them accountable. You can hold your coworkers accountable for any standard you set. But, it’s important to push yourself to the next level. It will be clear that you know who you truly are and what your position is. It will make you more successful.

These are just a few of the habits I’ve observed ingrained in high-performance cultures. Find the good and discard the bad. Create your own habits. However, be sure to deliver value every single day.

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