EMPOWERING PERFORMANCE – THE CULTURE OF SUCCESS
Success for most professional equals revenue, commissions and salary. A deeper consideration effortlessly reveals that more factors participate in the realization of success, factors that cannot be measured. Motivation and reward stem from non-sizable influences such as enjoyment of the work environment, sense of acceptance and recognition of the individual contribution towards company’s goals. Success can be redefined as “making a difference.”
Considerations regarding an organisation’s success are recommended to include both countable and uncountable elements which have contributed to its creation.
“What is done right” and “what should be done differently” are two essential questions for managers and directors. Considerations on performances guide the evaluation of success against quantifiable indicators such as sales volume or customer satisfaction indexes. Nevertheless, excellent performances in quarterly revenue targets is not perceived as success by an organisation when the “cost” of sales included chronic overtime, problematic delivery of services and product, endless resolution of quality issues.
Each evaluation must be situated and allow appraisal of the re-occurring industry specific challenges; considerations must follow to connect how the organisation responds in its own distinctive way. The guidelines available from governing bodies and institutions are provided “sui-generis”: each organisation must adopt the directives in the processes that generate services and products and, furthermore, industry guidelines must be become part of the collective culture that a business develops. Culture is ultimately based on the founders believes, MD competence, marketing inspirations and employees commitment.
The creation of a culture of success which equally weights performances and perception of achievement are core to a LEARNING ORGANISATION. Organisations which invest in the creation of processes and procedures as well in knowledge enhancement, employment of best-practice, organisation of motivational events and scheduling of appraisal, will be able to maintain the necessary positivity in the managers and staff when challenges occur. The opening of a new competitor, new market regulations or increase of product costs will directly affect the countable performances given by revenue and cost of sales. Positivity and the culture of success established will be essential in the making of a new competitive edge, in brand redesign. Positivity will firmly motivate the organisation and its members towards a resilient push for the desired revenue; revenue that will generate a bonus on which all employees and managers count upon to enhance their personal living standards.
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