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.
The special combination of talent and effort (some might prefer to call the latter grit, or hustle or 'heart') is what makes perennial all-stars, and propels some to hall-of-fame recognition.
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.
True leaders are continually listening and learning about their organisations, their customers and their people. They haven't lost their humility, or their sense that they've not created all the success they've realised by themselves.
Employees who are mentally and physically healthy are surely happier. So here are a few simple nature-related tips to help cope with that feeling of being overwhelmed.
Charles Darwin is long remembered for informing us, based on years of study as a naturalist and biologist, that it is not the strongest of the species that survives, but rather, the one most adaptable to change.
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."