Posted on 2014-11-25 | By ejlister
What defines the HpO (High-performance Organization) is not merely its ability to sustain a five-year advantage over its competitors in terms of generating profits—although that is a favorable trait, especially to its shareholders. Possessing that quality alone would simply make a company a peak peforming organization. How the HpO and the peak performing organization differ is in their respective cultures; the HpO culture is non-traditional, that is to say, it is guideline driven versus policy driven, resulting in a lower turnover of personnel due to engagement/enjoyment.
You may have guessed that I personally favor the people in an organization, more so than its business. Don’t get me wrong, I’m all for generating huge profits while managing change and minimizing risk, I just don’t like the idea of an organization attempting to manage and control people.
An unhappy employee is an unengaged employee…
According to Captain John Sparrow (Pirates of the Caribbean) a policy—as is the case with the Pirate’s Code—is more of a guildeline than a rule. I agree. If we have to rule over a kingdom of subordinates, rather than guide followers, we’re apt to create a culture of unengagement.
To rule over a kingdom of subordinates is a traditional, but old-school, method of running a business. In this environment there is little by way of employee engagement.