If someone could share with you the key elements driving high-performance in organizations, would you study it and then run with it? Today’s post is the first of a series that provides you that opportunity; we begin by highlighting the evidenced-based research findings that, when applied by leaders, drive positive outcomes and continuous improvement processes.
How did the study define and measure high performance? An organization was classified as “high performing” when it made and sustained statistically significant progress over a minimum of three years on measurable criteria, including:
(1) Increases in patient (i.e., customer) experience ratings; (2) Increases in employee engagement ratings; (3) Reductions in employee turnover; (4) Increases in market share, financial returns, or other growth indicators; and (5) Improvements on quality indicators.
What were “the most influential factors” in leaders’ success in these high-performing organizations? Researchers in the study conducted in-depth interviews with all senior-level managers in these organizations. Five factors consistently emerged as the most influential in their success:
Executive and senior leadership commitment (relentlessness)
Leadership evaluation (accountability)
Leadership institutes and training (development)
Employee forums (communication)
Knowing this was the right thing to do (connect to purpose and ‘why’)
Tomorrow’s post and subsequent posts in this “High-Performing Organization” series will provide examples of how the study results transfer to high-performing superintendent behaviors. Join us tomorrow as we highlight our first superintendent, Dr. Pat Greco.
Maximize Performance: Creating a Culture for Educational Excellence by Quint Studer and Janet Pilcher will help education leaders engage in systematic reviews to diagnose, apply, assess, and validate the execution of strategies across school, department, and school system levels. Learn more about Maximize Performance at
http://www.firestarterpublishing.com/MaximizePerformance. Follow the authors on Twitter using @quint_studer and @janetpilcher.
Collins, Jim. 2001. Good to Great: Why Some Companies Make the Leap… and Others Don’t. New York, NY: Harper Business.
Studer Group. 2005. Organizational Change Processes in High-Performing Organizations: In-Depth Case Studies with Healthcare Facilities. Gulf Breeze, FL: Alliance for Healthcare Research.
Our mission at Studer Education is to help education systems achieve measurable results that produce positive outcomes in student achievement, employee engagement, support services, and financial efficiencies and productivity. Our goal is to help school systems provide students with a great place to learn, teachers with a great place to teach, and parents with confidence that their children are getting a great education. Follow us on Twitter at @StuderEducation and visit us online at http://studereducation.com. Studer Education is a division of Studer Group, ranked for the seventh straight year on the Best Small and Medium Workplaces by Great Place to Work® and a recipient of the 2010 Malcolm Baldrige National Quality Award.
Filed under: How to Lead…, Who’s Engaged? Tagged: #EdLeader, #MaximizePerformance, Baldrige, EBLK12, Excellence, Good to Great, High Performing Organizations, Janet Pilcher, Jim Collins, Leadership, performance excellence, Pilcher, Quality, Quint, Quint Studer