How can we help you ?

To know more details of how we can help you address your strategic challenges and needs, Contact Us.

High performance ethics

Without integrity at the core of a company, a business is usually short-lived. In fact, when business integrity is present throughout the deepest layers of a company and not just at its surface, it becomes the heart and soul of the company’s culture and can mean the difference between a company that succeeds and a company that fails. In fact it is the hardest thing for competitors to copy.

 

Ethics and Values   High Performance   Culture as a competitive Advantage

Why Companies Shouldn't 'Do' Compliance 

“Men can’t escape from being governed.  They either must govern themselves or they must submit to being governed by others.

 

Avoiding Integrity Land Mines 

Performance with integrity has been a central concern of governance reforms but, almost exclusively, the focus has been on the board’s role.

 
 

Four Lessons on Culture and Customer Service from Zappos CEO, Tony Hsieh 

Zappos, the online shoe retailer, is legendary for its employee culture and customer service.

Innovation in the business model can easily devolve into innovation in ethics, truth telling, and accounting. All too often ethics and performance are viewed as unrelated concepts, but ethics draws on the best in leaders, people, teams, and organizations. It is impossible to sustain high performance in a values vacuum.  A true high performance culture provides a company with its single greatest source of competitive advantage. If you don’t have passionate people believing in the values of your company, your message will be diluted and mediocrity will set in. Integrity in its essence must be so ingrained within the nature of an individual, a company and its team members, that it remains steadfast no matter what. Without question, others sense it and find it very attractive to go the extra mile and execute sound decisions while nobody is looking.

Organizations with a High Performance Ethics culture have the following principles:

  • Prioritizing.  Taking the time to define what is really important to the life and health of their organization. They begin to help their people to focus on big things and broadening their vision before narrowing their focus on the business at hand.
  • Focus .Identifying factors critical to success in fulfilling the vision and creating a strategy to implement those critical success factors. They realize that with the right purpose it would be easier to get everyone in alignment and working in harmony.
  • Aligning with Reality. The organization makes a decision to align organizational culture with ethics and values. They also align with reality as a central component of leadership, both as a basic ethical principle and a key to high performance.
  • Finding Symmetry. Organizations that have a culture where they promote symmetry in life, with no component larger or smaller than it should be, a life in which everything fits well with everything else creates a high performing passionate culture.
  • Mentoring. Leaders recognize that mentoring is too easily lost in the push for performance and results, so they intentionally formalize the process, both for themselves and for others within their organization. Mentoring is part of the leadership model and organizational design. 

 

Creating and maintaining such a culture is challenging, but it can be done. Leadership is key. Cultural change won't happen unless leaders themselves model the behaviors and values that define the new culture