HIGH PERFORMANCE DRIVERS

" What is the most important Driver leading to a High Performing Company?"

Unscientific Polling

Just in; the results of a poll I conducted via LinkedIn and distributed for respondents at Twitter and Facebook. Seventy-one percent (71%) expressed their confidence in PEOPLE, fourteen-percent (14%) in STRATEGY, and fourteen-percent (14%) in CULTURE  while none placed a marker for SYSTEMS.

First off, the poll was grossly unscientific as only 14 responded.

Assessing the Results

One could come to a number of conclusions as to the small sampling. For instance:

        - The highly-charged political season wasn't a good time to initiate a poll, i.e., "poll fatigue"

2      - The wording of the poll wasn't structured effectively utilizing SEO strategies

3      - The four options given were too broad

4      - While my personal Twitter followers and Facebook friends are few, my LinkedIn network links me to

           nearly 8 million - LOL - most busy leaders have better things to do!    

Admittedly, a pollster I'm not, so, I'll concede points one through three above. More than anything else though, I am curious about No. 4. The poll sat out there about a month and I re-submitted it through all three pipelines weekly. Only three of the respondents took time to comment.

Learning Curve

The learning curve taught me several things:

·         I did something for the first time and it didn't hurt

·         I've acquired a new appreciation for pollsters

·         Others didn't care about the subject, dislike polls or prefer much deeper, intellectual challenges

·         Had those who responded left their names and contact information, I'd invite them to come together and have a meaningful discussion on the topic . Just think what else we would learn.

The other significant lesson here rests in the notion that likely all four of the choices as selections are merely a starting points. Beginning with these proposed Drivers, most companies should be in a position to chart a course or map their route to the High Performance Company status. Of course there are alternative starting points.

Engage with High Performance

The mistake for any of us as individuals or business leaders is to assume we are High Performing Leaders of High Performing Companies when in fact, we haven't ever given it a thought. If that is the case, isn't it time to engage yourself, your teammates and stakeholders in the pursuit of High Performance? Perhaps you too will be doing something for the first time...and it won't hurt.

Jim Naleid is a Life-long Entrepreneur, Change-Agent and Thought Leader, Managing Director of Naleid & Associates and Regional TEC (“The Executive Committee”) Chair leading a group of executives to become Better Leaders, Making Better Decisions with Better Results. http://www.linkedin.com/in/jimnaleid