Performance can be developed most safely on the breeding ground of a healthy corporate culture
Where a real Performance.Culture.Focus thinking (P.C.F) floods the company atmospherically, people give their best on the basis of their potential and motivation. If P-factor added to C-factor and F-factor form an interdependent triad, goals are more reliably achievable, strategies are implemented more consistently, processes are more result-oriented and managers and those responsible for action are optimally attuned to each other.
P.C.F – Impact and impact in the company
Perform with ease due to the exploitation of motivation and potential in a livable near field with sharpened perception of what is. A P.C.F flooded company is experienced more atmospherically pleasant, more effective in dealing with each other and as a result more time-saving. This has a direct impact on the performance of individuals as well as the entire company.
P.C.F is what you can feel in the company like the air to breathe. An organization is what you can see in the company, like the furniture and the technology. Coordinated with each other makes companies attractive and also future-proof.
In the interdependent three-factor model (triad) Performance.Culture.Focus, each factor shows its own effect. P-factor, C-factor and F-factor have an additive effect on the entire process in a company.
Total performance of the company as the sum of individual services of the managers and those responsible for action. Processes are a means to an end, goals the view of future results and strategies the ways to generate previously planned results.
Performance-enhancing and largely trouble-free local culture of the divisions, in which managers concentrate on the early detection of disruptions of any kind that could hinder those responsible for action in their striving for performance.
Focus on everything essential that promotes the P-factor and C-factor, e.g. through transparent and lean processes, recognition of potentials and motives for action of contributors, words that are immediately followed by deeds, communicative to the point, innovative solution striving instead of extensive problem ventilation.
Performance is the driving force in every company to be able to remain efficient. Performance stands for the effort of each member of the organization to achieve predefined or desired results. How do you control this from the role of leadership responsibility?
Definitely not with pressure. The success to be won by pressure is not permanent. People are always the best performers where they can contribute in a self-determined way. The prerequisite is, of course, that their self-determination contributes to what is to be achieved. The more the two factors motivation and potential favor each other, the better the resulting performance.
A clouding of the performance always arises where the performers are supposed to perform against their motivation and contrary to their potentials. Lack of motivation prevents the development of potential. Lack of potential cannot be compensated by motivation. Because this is also part of the P-factor of a company: to renounce everything that does not make a verifiable contribution to the result.
Culture is the stuff from which performance grows. Those who feel comfortable in and with their surroundings perform. Here man gives his best. On the other hand, those who feel disturbances with the surrounding culture inevitably react with a reduction in performance. This is done intuitively, without the individual having to be aware of it himself or being blamed. Disturbing feelings are just as impossible to suppress as joy. The more such faults are detected in a company and processed in a resolution manner, the better the performance.
Culture is not objective. There is no right or wrong culture, but only one that makes a clear majority of the associated desire to perform or triggers frustration. Disturbances are always felt by individuals and can only be resolved there. A group has no sense of disturbance because it has no feelings. Nor is it motivated. It is always individual people who try to share their feelings or feelings with other group members, which makes it easy to fall into the mistake that in a group everyone has the same feeling.
Is it possible to create an ideal culture in the company? Certainly, if the perceived disturbances are identified and resolved. Corporate culture should not be underestimated as a breeding ground for performance.
Focus means the sharpness of perception in relation to performance, culture and upcoming topics. This refers, among other things, to communication with others, but also to the approach to tasks.
But Focus also means perception, appreciation and communication with other people. What do we know about each other? About the personality, the character, the so-being of a person? Instead of discovering someone, we like to put a template over them. We see in him what we want to see. So if we want to discover – or get to know – someone, we have to take a big step from ME to YOU. The other is different from us. That much is certain. He thinks, feels and processes differently than we do. This is especially true for managers.
Leading means ensuring that others become or remain successful. If you want to lead, you have to know who you are leading. If this does not succeed, the leadership effort goes nowhere. It remains insubstantial how many of the offered “leadership techniques” or “leadership methods” have little to no positive effect.
However, the F-factor also stands for a “precision landing” in everything we have to do at work. Missing the point takes time, feeds the stress and spoils a better result that would be available if more precision landings replaced arbitrariness, generalization and approximation.
It’s not a question of how much time we have. It is only a question of how the available time is used sensibly. Whether meetings in groups or individual discussions, a lot can be achieved with little time, e.g. if you combine the friendly handling with stringent topic processing. Instead of discussing problems extensively, this also includes looking for innovative solutions. Time only becomes a scarce commodity if we do not deal with it in a focused enough way.
How pronounced is Performance.Culture.Focus in your company?
To determine this, we have developed the survey tool Leistungskulturspiegel (as LKS-G, LKS-F, LKS-P).
The LKS-G shows the attitude to performance and culture in organizations based on 20 factors divided into two dimensions. For individuals, there are also the variants LKS-F (managers) and LKS-P (persons responsible for action). The LKS-G analyses the following topics:
- Goal and strategy clarity
- Result orientation
- Process clarity
- Adjustment speed
- Customer orientation
- Leadership effect
- Role responsibility
- Culture of values
- Culture of trust
- Error culture
- Conflict culture
- Learning culture
- A culture of responsibility
- Resilience culture
- Culture of identification
- Culture of appreciation
Company certification “Value-based performance culture” via Leistungskultur e.V.