The Secrets of High Performance Organizations: 9 Strategies

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來自 University of Virginia 的課程

走向伟大：私人企业的理性成长，第二部分

188 個評分

University of Virginia

走向伟大：私人企业的理性成长，第二部分

188 個評分

This course focuses on the common human resource ("people") challenges faced by existing private businesses when they attempt to grow substantially. PART 1 OF THE GROW TO GREATNESS COURSE IS NOT A PREREQUISITE FOR TAKING THIS COURSE.

從本節課中

The Secret of High Performance is High Employee Engagement

The required reading for this module is “Trilogy Health Services, LLC: Building a Great Service Company” by Gosia Glinkska and Edward D. Hess. There is an optional reading also: “Leaders Bank: Creating A Great Place To Work” Case Study.

Creating High Employee Engagement12:31

Leadership Behaviors, Culture, and Best Practices for Hiring6:08

The Secrets of High Performance Organizations: 9 Strategies 6:57

What is High Employee Engagement (HEE) and How Do You Get There?2:32

與講師見面

Edward D. Hess
Professor of Business Administration
Darden School of Business

All right, what I want to do now is share with you

the research on High Performance Organizations.

Why am I doing this?

Because the research is very, very interesting.

Okay?

There had been, in my judgement, in the last 30 years.

30 years.

Eight Major studies of high-performance organizations.

And the amazing thing is every study found the same characteristics.

So we know what the secret of high performance is.

We know what the secret is.

We know what the secret is.

So you're asking yourself, okay,

if we know the secret, how come everybody's not high performance?

Because it's all in execution.

And I'm going to share with you what those secrets are.

30 years of research, going for

the gold, and all the research projects say the same thing.

Now, here are the best studies, my opinion, just one person's opinion.

Goes back to 1982, Peters & Waterman, The Search for Excellence.

And you can get some of these books.

Collins & Porras, great book, Built to Last.

Arie DeGeus from Shell Oil, studied companies that had survived many,

many, many, years.

O'Reilly and Pfeffer from Stanford University.

Hidden Value.

Everyone knows Jim Collins' Good to Great.

Bill Joyce, et al.

Bill's from Dartmouth, What Really Works.

Yours truly, the book The Road to Organic Growth.

And then, Simon, Hidden Champions is a study of German middle stat companies

which were primarily private family owned middle market companies that

were world class or number two in the world in specific product or service.

So these are the eight studies.

What did they find?

Nine consistent findings.

Finding number one, simple,

focused strategy, an elevator pitch business model.

That can be explained and

understood by every employee no matter what level in the organization.

Everybody knew what the organization was going to do and

how their job fit into that.

How their job contributed to that.

Structures that enable entrepreneurial behavior.

This is fascinating.

Big companies yearn and strive to remain entrepreneurial just like you are.

Very important.

These companies had higher purpose than just the creation of shareholder value.

Money is not enough for meaning.

What's the purpose of your business?

Why should your business exist?

Think about the best job you maybe have ever had.

Part time, full time, it doesn't matter.

Where were you the most engaged?

What was that business's or organization's purpose?

Did it have a good reason to exist beside making money?

Culture of relentless, constant improvement,

we talked about that in part one.

Here we go, here we go, right there.

High employee engagement, an implied social contract.

And by that, I mean, if you, mister or miss employee played by the rules.

And take care of the company or the business, the company or

business will take care of you, and treat you fairly according to the rules.

An accountable family, a family environment, a team environment,

a caring environment with high standards.

That's what we're talking about.

It's fascinating, that in these companies.

Okay?

Now let's go back.

Here's nine studies.

Now these companies all found

different companies that used different methodologies that were high performance.

Now I know some of you are gonna go do research, and you're gonna say well, this

company that was on Peters and Waterman's list, they're no longer high performance.

Yes.

Just because you were is no guarantee you will continue to be.

Many companies are high performance companies and then fail.

And then come down because of a failure of leadership.

All right.

High employee engagement purpose.

What's purpose mean?

What's the word purpose mean to you?

Meaning, meaning, meaning.

Customer centricity and closeness, we've talked about that in part one.

Humble, passionate operators who are values-based leaders.

Humble leaders.

Passionate about the business.

Operators, operators it's a business term which means they actually

know how they're managers, they're into the details of the business.

Okay? Values based.

Ethical.

They have values.

They try to live the values of the company.

And they devalue elitism.

Yes, they're paid more.

But they don't walk around treating people like they are beneath the leader.

Execution and service champions.

And then number nine is an internal, aligned,

self-reinforcing system and that's what we're going to talk about in week three.

So isn't it fascinating?

These high performance organizations have a certain type of leadership that strives

for meaning and they're characterized by high employee engagement.

Let's take a stop here.

I want you to take quiz one.

Okay? It's very short.

Now the purpose of this quiz is to help you learn.

Okay? It's based on the content we just covered.

All right, take it, it'll give you the answers.

See if you got the concepts,

if not, look at what you got to do over and then come back to me.

All right?

Come right back to me because we're gonna keep going.

I want to keep up with this message because we're going to an important place.

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