5 Tips for Higher Executive Performance

We have all experienced the lack of full employee engagement either at the bottom or even the top. First hand you have seen customers not being treated well. When stepping between companies we have seen virtually the same exact business capability cost two to five times more. The question is why? Why does this occur and what as an executive can we do today to help?

The answer is culture.


Tip 1: Focus on the Shadow of the Leader

The team is not open to change. The senior team does not collaborate across divisional lines. Project the shadow of the leader you want to be. The “Shadow of the Leader” is how a leader through their behavior and actions, tend to influence the behavior and actions of those below them, thus “casting a shadow” across the organization. This “Shadow of the leader” usually refers to the situation where the CXO (or anyone else in a position of authority over others), through his likes, dislikes, treatment of subordinates, language and idioms, personal preferences, beliefs and values tends to shape the characteristics, culture and ways of doing business in the organization. In short, how you act impacts how others act below and next to you. Be deliberate in the shadow you cast.

Tip 2: Evaluate the Team

Focus on the following key six areas and honestly determine where your team is strong: Performance Orientation, Teamwork and Collaboration, Openness to Change, Ethics and Integrity, Organizational Health, Services or Commitment to Customers, and Lack of Alignment at the Top. From this exercise then determine what areas are the strongest and start there.

Tip 3: Align the Team Strategy

It’s easy to talk about “let’s make a strategy.” However, here we are talking about defining a strategy the linking it to structure and wrapping it with culture. More specifically connect team and individual goals to processes and link them to people that are accountable. Then empower those people with the roles and responsibilities to lock in their success. Win as a team, or fail as a team. Everyone is, ALL IN.

Tip 4: Align Corporate Culture with Organization Strategy

The corporate culture has likely gotten out of alignment with the organization’s strategy. Is staffing being added frequently? Is there a greater need for innovation? Do employees not feel empowered? Do you hear a lot of “we tried something like that before?” Do people agree in the meeting or simply aren’t vocal, then they go off and do their own thing? These are all strong visible signs of misalignment. Once a company has gone through a growth burst, it’s necessary to realign the corporate culture with the organizational strategy. The corporate culture is developing, you mine as well play an active role in its evolution.

Tip 5: Establish Clear Organizational Values

These are values not goals. These are the desired characteristics for each and every employee in the company from the CEO down. A few examples of values include: Team Play, Accept Accountability, Empower, Care About and Recognize Others, Listen and Be Here Now, and Encourage Smart Risks. These values drive positives results and a high performance culture of empowerment, leadership, openness to change and integrity.

Do all team members feel accountable for each other’s success? If they do that’s great. However, if you’re reading this then likely that is rarely the case. Leaders can fall into the myth that well, ‘people at this level shouldn’t need my coaching’ or ‘I don’t have the time.’ Leaders at all levels of the organization, must invest in their team. What are the values that really drive YOUR company?

Our thinking drives our behaviors.

Change your thinking, change your behavior and change your life.

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Peter is a healthcare business and technology executive, recognized for Digital Innovation by CIO 100, MIT Sloan, Computerworld, and the Project Management Institute. As Managing Director at OROCA Innovations, Peter leads the CXO advisory services practice driving digital strategies. Peter was honored as an MIT Sloan CIO Leadership Award Finalist in 2015 and is a regular contributor to CIO.com on innovation. As Head of Information Technology, Peter was responsible for Connecticut’s Health Insurance Exchange’s (HIX) industry-leading digital platform transforming consumerism and retail oriented services for the health insurance industry. Peter championed the Connecticut marketplace digital implementation with a transformational cloud-based SaaS platform and mobile application recognized as a 2014 PMI Project of the Year Award finalist, CIO 100, and awards for best digital services, API, and platform. He also received a lifetime achievement award for leadership and digital transformation, honored as a 2016 Computerworld Premier 100 IT Leader. Peter is the author of Learning Intelligence: Expand Thinking. Absorb Alternative. Unlock Possibilities (2017), which Marshall Goldsmith, author of the New York Times No. 1 bestseller Triggers, calls "a must-read for any leader wanting to compete in the innovation-powered landscape of today." Peter also authored The Power of Blockchain for Healthcare: How Blockchain Will Ignite The Future of Healthcare (2017), the first book to explore the vast opportunities for blockchain to transform the patient experience. Peter has a B.S. in C.I.S from Bentley University and an MBA from Quinnipiac University, where he graduated Summa Cum Laude. He earned his PMP® in 2001 and is a certified Six Sigma Master Black Belt, Masters in Business Relationship Management (MBRM) and Certified Scrum Master. As a Commercial Rated Aviation Pilot and Master Scuba Diver, Peter understands first hand, how to anticipate change and lead boldly.