A Culture of High Performance: Achieving Higher Quality at a Lower Cost
the reality is that many people may not have the training and development they need to be a leader.
Quint Studer • A Culture of High Performance: Achieving Higher Quality at a Lower Cost
My own journey to keep learning has taught me that there is no leadership skill finish line. As long as the environment we work in changes and technology advances, so must the skills we use in fulfilling our individual roles.
Quint Studer • A Culture of High Performance: Achieving Higher Quality at a Lower Cost
In essence, the report card shows the vital signs of the organization by leader. With patients, we know how critical it is to monitor their vitals. The same is true here: By monitoring the vital signs of the organization, we can align behavior to what the vital signs are telling us we need to do.
Quint Studer • A Culture of High Performance: Achieving Higher Quality at a Lower Cost
Yes, the more we discuss the issues our organizations face, the higher the progression leads until we really have to hold up the mirror and look at ourselves. And the mirror doesn’t belong only to leaders: No matter what position we’re in, chances are we’re all part of the problem. Denying that this is true keeps us from improving—and from realizin
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I have never seen a definition of leadership that says “to be comfortable” or “to create comfort throughout the organization.” And there is a good reason for that: It is just uncomfortable to execute.
Quint Studer • A Culture of High Performance: Achieving Higher Quality at a Lower Cost
Connecting back to the why is simple but extremely powerful.
Quint Studer • A Culture of High Performance: Achieving Higher Quality at a Lower Cost
It takes a courageous and value-oriented organization to install an objective evaluation tool. Why? Because it shines a blinding spotlight on how well the organization is meeting its goals (or not) and living up to its mission (or not). There is no way to sustain a culture of high performance without having an objective, weighted evaluation system
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Monthly Report Cards and 90-Day Plans The Monthly Report Card and the 90-Day Plan are two tools that support strong communication regarding progress toward goals before leaders are evaluated. Their purpose is four-fold: They help the leader communicate results to staff members who are critical in helping the leader achieve the goals. The leader can
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By picking the right best practice and putting it in place and making it consistent, we get much better results. We won’t be implementing actions for the sake of actions. This ties into what John Kotter says about not confusing activity with urgency. By creating less activity, we actually create more urgency. The key is choosing the right activity
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