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Characteristics of a High Performing Organization

© Greg Sharpe

I. What is a High Performing Organization?

Many executives, customers and leadership experts in private, as well as government, organizations were asked, "What does a high performing organization accomplish?" They indicated many things:

• An organization that works better and spends less;
• One that can achieve significant results for the money spent;
• A business that provides value to the customers and stakeholders;
• An organization that delivers products and services on time, and
• One that achieves recognition for the services it provides.

When asked what a high performing agency might look like, here's what they had to say:

• Where every employee understands the mission of the organization and how their job helps achieve that mission;
• Has high levels of trust, commitment, enthusiasm, and fun;
• Utilizes effective, empowering labor-management partnerships;
• Is healthy in all aspects including morale, individuals' physical and mental health, and the organization's physical environment;
• Provides opportunities for employees to use their diverse talents; and
• Is self-sustaining and self-generating.

II. What Are the Conditions for High Performing Organizations?

The most interesting thing I found when asking business leaders and managers if they could describe the conditions for a high performing organization was that it centered around the people. Most managers today will tell you that without the people, we cannot get the job done. That is true. But deep down what makes the people achieve what you want them to? People are not just wound up and let go to produce; they have to be taken care of. This would point to a system like the one we live in an ecosystem. Within an ecosystem, certain climatic conditions must interact synergistically in order for living things to thrive and grow. Living things within an ecosystem are dependent on each other.

Here are ten conditions for growth and high performance in your organization.

1. Work Clarity – Everyone understands why the organization exists and what's important.
   1. It is clear to all employees in the organization what business the larger or parent organization is in and how they can help to improve performance.

   2. Each part of the organization has identified its purpose (business), customers, aspirations and goals. Each individual has a clear sense of what is important and how he or she contributes to the organization's performance. Each specific work assignment is performed within the context of the overall business. Finally, customers and stakeholders are clear about the work of the organization.

2. Capability Assessment – Understanding our ability to get work done. This includes people, technology, and other resources.
   1. Each part of the organization has participated in a process to identify the people and technology required to support its strategic business goals and to be congruent with customer expectations.