How high-performance organizations differ from all others

Everest

In Great Teams: 16 Things High Performing Organizations Do Differently, Don Yaeger explains what differentiates high-performance organizations from all others. For example, in Chapter 3, he focuses on how they establish a workplace culture that shapes their recruiting and hiring.

Yaeger observes, “According to the Harvard Business Review, A-caliber players are four times as productive than as average employees. — a universal truth seen across all industries. Tech-giant Apple reports that A-level developers are nine times more productive than the average programmer. Top sales representatives deliver eight times more revenue than the average rep. In the operating room, high-performance transplant surgeons have a success rate six times higher than the average transplant surgeon. These individuals don’t settle for less but consistently pursue greatness — and an organization cannot be successful without them.”

In The 8th Habit: From Effectiveness to Greatness, Stephen Covey points out, “If you hire people whose passion intersects with the job, they won’t require any supervision at all. They will manage themselves better than anyone else could ever manage them. Their fire comes from within, not from without. Their motivation is internal, not external.”

Now consider these words of caution from Warren Buffett: “Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if you don’t have the first, the other two will kill you. You think about it; it’s true. If you hire somebody without integrity, you really want them to be dumb and lazy.”

High-performance workers are attracted to high-performance organizations and make them even more productive. They also increase their appeal to other high-performance people who in turn….

 

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2 Comments

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