Here’s the dilemma: In a competitive, complex, and volatile business environment, companies need more from their employees than ever. But the same forces rocking businesses are also overwhelming employees, driving up their fear, and compromising their capacity.
By contrast, a performance-driven culture often exacerbates people’s fears by creating up a zero-sum game in which people are either succeeding or failing and “winners” quickly get weeded out from “losers.” Results also matter in growth cultures, but in addition to rewarding success, they also treat failures and shortcomings as critical opportunities for learning and improving, individually and collectively.
Once our new team was in place and I had greater clarity about the path forward, my first instinct was to surface the remaining tensions across the organization, and then work to be more transparent with one another. But realistically, we hadn’t built enough safety to make that possible.
The best way to build a growth culture is to remove the language and thought patterns that create stagnation in the first place. Growth cultures need to be challenged, nurtured, and embraced.
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Throw in more light
Well, the purpose of work is to show up and perform. But I’ll check it out.
It makes sense as performance as an indicator, does not take into account all the values and aspects that a great employer should have.
Institutionalised fear has stopped me achieving my FULL potential- born into a lower middle class family and told I would always be mediocre is not a good start. In 60’s and still have huge moments of doubt in my own capabilities. If you saw my cv you’d wonder why 😟
Very well
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Love it. 👌🏻
There is book called MisBehaving in which R_Thaler have explained in details how middle managers opt for not taking risk just to make sure they don't fail in as is job.. In that R_Thaler have mentioned how this risk taking ability be promoted from board members and CEOs.
What are distinguishing features of The 'GROWTH CULTURE' as against those of The 'PERFORMANCE DRIVEN' One?