In our last blog, An Opportunity: The Crucible of Covid, we left you with a question:
“What new context could you create for yourself and your organization that would displace the future that is uncertain with a future you create?”
Our last blog, The Economy, Business Performance and People, discussed the impact of the “freak out” associated with the lock down of the America economy.
The stock market crashed in March 2020 and the spread of the coronavirus brought business to a halt. To say that America was gripped by anxiety is an incredible understatement.
In the 2017 Gallup State of the American Workplace study, Gallup found that 67% of employees do not like their jobs or where they work. Employees overwhelmingly only work to get a paycheck.
The current paradigm for organizations guarantees weak performance.
(And you are either blind to it or perpetuating it.)
The current paradigm for business is to maximize shareholder return.
In part one of this two-part blog post, we distinguished how, in the ordinary world of business, the hidden context in which businesses seek to perform – is to maintain and enhance shareholder return; and only after that is done, then the company can look at the care of the employees and customers.
In the ordinary everyday world of business there is a lot of lip service to building great places for employees to work and really serving customers and the community.
There is a conspiracy that you are unwittingly a part of…
That conspiracy is an unspoken agreement to be ordinary; to have ordinary performance and an ordinary life.
Why even discuss High Performance? Why does it matter?
The first thing you might think of when you hear the term High Performance is car racing or being able to do something more, better or faster, waste less time; in other words, improve on what you are already doing.
