The ultimate quest- creating a high-performance culture. Part 2

Last week I described four factors that contribute to a high-performing culture. I covered how new members join the group, the importance of true diversity, leading by example, and the importance a shared language. This week I will be focusing on other factors, namely:
  

• Stories carry history and values and reinforce group identity   
• Humour and play reduce tension and encourage creativity   
• Rituals and ceremony lift the spirits and reinforce values  
• Informal cultural players contribute disproportionately to their formal roles  
• Soul is the secret to success  

The human brain loves a good story. Everything around us is about storytelling. The news, articles, books, movies, and chats all make life exciting and simulate us differently. What stories are told of the organisation, the group identity or the team character? Does it create a legend or demonstrate what we value as a team? Have you ever joined a team and seen the work of your predecessor in the post held in high regard because of what they delivered? Or a person in your organisation known as a fixer? All these create stories. Some become a legend, and many do not, but they paint a picture that either attracts inclusion or epitomise exclusion. 

Humour and play are essential to team dynamics. It releases tension, stimulates and can be a source of creativity. In children, playing is a form of developing social and communication skills (and general learning). Suppose we believe in the brain's neuroplasticity. Why do we eradicate play from the adult work-life curriculum when we know communication breakdown is one of the most significant sources of conflict in the workplace?  

Rituals at work communicate a deeper meaning than the ritual itself. Maria Popova said the structure of routine comforts us, and the specialness of rituals vitalises us. In addition to rituals are the ceremonies that accompany our work. What ceremonies are there to raise team spirit and reinforce shared dedication towards a common goal? Team and staff meetings are good opportunities to create ceremonies and rituals. I used to regularly attend a senior team meeting where the director had a ritual of starting the meeting with good news, either personally or professionally from all present. This usually sets the tone for the rest of the meeting. Ceremonies such as celebrating milestones at all-staff meetings or fancy-dress end-of-year parties to celebrate the hardwood of the team often call to attention the value of teamwork and hard work.   

Organisations often assess individuals based on their formal roles but the informal roles of individuals cannot be underestimated. Some of us will be familiar with informal roles such as the confidant of the team (the person who other colleagues share their challenges with) or the informal secretary of the team (the one who ensures that the team away day is organised correctly), or the gatekeeper (the one who smooths things out and ensure proper communication). Managers and team members should encourage and appreciate these roles as they help maintain a high-performing culture.  

Finally, meaning is very important. It is the feeling of connection a staff attaches to the value of their work, not just the work. It is essential to distinguish between the values attached to the work and the work itself. Meaning makes people see their role as a job AND a calling. This makes them bring the energy necessary to the work.  

As I bring this post to a close, reflect on what identity story your team tells, how you use play and ritual, appreciate those informal roles, and harness value-based meaning. With the current economic crisis, the role of a manager is problematic as they try to grapple with the effect of the crisis on their people, the need to balance the books and other stakeholder interest pressure. Authentic leadership emerges when a leader can continually create a community of shared culture above and beyond the current crisis.

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