What does is take to be a 'TOP' performer? Human capital expert John Burdett defines 'TOP' as a 'Tested Outstanding Performer'. To be a 'TOP' performer, issues of integrity and business ethics become far more important than a job, even a CEO title. Here is some useful advice from Chris Swan on becoming a 'TOP' performer.
A question top executives should be asking is,
"Why do my best people stay?"
What does it take to keep the best employees engaged, enthused about the work, their individual status in the organisation, and the positive WHY of the organisation?
We may all have our personal opinions and guesses about why people stay, but the best source of that information is the employees themselves.
This case study highlights how TRANSEARCH helped shape and align organisational cultures across diversified component companies, and found a General Manager with the level of experience and credibility in the finance markets capable of pushing the kind of innovation and cultural transformation required to achieve the group's exciting new business plan.
In a world of uncertainty the only thing that is predictable is that your strategy will be "subject to correction." Long after the strategy has been shredded, what will endure is the culture. The new reality - culture enables strategy.John Burdett, Leadership adviser to TRANSEARCH International
Culture is the often overlooked, all-pervasive, enterprise-wide, organisational DNA that dictates whether your strategy lands or if your brand sustains. It's 'a way to be' shaped by the past but continuously honed by the emerging business, social, economic, political and customer context. - Extract from "The 7 Questions Every CEO Should Ask About Culture"John Burdett, Leadership adviser to TRANSEARCH International
For a great organisation, culture isn't an abstract or vague concept … it's real … it speaks to people. It's not a competitive advantage … it's a competitive imperative.
To survive is to adapt. "Are you managing your culture?" If any of the seven questions that follow receives a negative response, the answer is, almost certainly, "not so much."
One of the biggest, and often unrecognised, benefits of executive coaching is the transformation of an individual who might not have been exerting their peak performance or were simply incapable of giving their best for some time. The turnaround of a key executive from low or inconsistent performer to a consistently high-impact player is an investment worth making.
When the environment changes dramatically, it changes for everyone. If you don't adapt, extinction is inevitable. Yesterday's success may well sow the seeds of tomorrow's demise. And agility really is a make-or-break issue.
Other than know-how in technology, which is a given, leadership competencies differ depending upon the role. That understood, five leadership competencies are emerging as having future primacy.
John Burdett is a best-selling author on leadership and organisation culture, and is Leadership advisor to TRANSEARCH International. In this download (PDF) John explains in detail what leaders need to know now to embrace mastery in each of these competencies.