Читать книгу Peak Performance Culture - Dave Mitchell - Страница 9

This book shares the metrics that I have discovered while working with thousands of organizations all over the world. My intent is to provide the reader – you – with a guide for organizational development excellence that you can use to evaluate your company's current state, aspire to a desired future state, and construct a strategy for moving from the former to the latter. Each chapter will introduce a key component to peak performance culture, provide a thorough definition of the component including examples and details related to it, and close with some key considerations for you as you evaluate your own situation relative to this metric.

To make the self‐assessment of your organizational culture easier, I have included an Peak Performance Culture Assessment. This tool can be used as a discussion starter with an executive team, an interview guide for discussions with a CEO, or a checklist for organizational development implementation. All in all, the process is akin to building a house with a foundation, framework, power sources, and inhabitants.

Few things in life are strictly sequential; the same is true of organizational development. Sure, it would be great if you could read the subsequent chapter, put the book down after completing that chapter, work on that metric, and then return to the book for the next step. Theoretically, if you are planning to begin a business, you might be able to execute on that approach. But the reality is that most readers will be trying to implement improvements during ongoing operations. That means the implementation will be more systemic than sequential. For that reason, I encourage the reader to consume the entire content of the book before assembling a plan for implementing ideas.

All organizations do some things well and other things poorly, just as a house may have good “bones” but poor aesthetics. It is exceptionally rare to find an organization that does everything at the highest level. I certainly haven't found such an organization during my career. Even if your company is succeeding – perhaps especially if your company is succeeding – it is important to understand why. That way you don't inadvertently change processes or ideologies that are critical to your success. Even successful organizations can reach an entirely new level of excellence by tightening up a few things.

I encourage you to read each chapter and then pause to reflect on the “key considerations” that are offered at the conclusion. These considerations are not all‐inclusive, so feel free to expand on ideas that the content sparked that are unrelated to either the “key considerations” or the Peak Performance Culture Assessment. Once you have documented your thoughts on how the content of that chapter impacts your own organization, you can then move on to the next chapter with a clean slate and clear focus on the next metric. By the time you have completed the book, you will have accumulated an immense number of actionable items that you will need to prioritize and distill into a plan of implementation.