High performance requires a significant culture shift within an organization. It is primarily about culture and people—not data and technology.
Following are some of the best materials we have found on performance culture. If you have additional materials to suggest, please let us know.
Mario Morino, April 27, 2012
Mario Morino’s City Club of Cleveland speech in which he describes the social and economic tsunamis that are now hitting our shores and eroding social services in America. Instead of leveling across-the-board “haircuts” to all organizations, he argues, we should go much deeper with our support for those leaders who are relentless in pursuit of high performance for those they serve.
ideastream®, May 16, 2012
Mario Morino discusses how to change the culture of philanthropy and the nonprofit organizations it supports on the radio program Sound of Ideas.
Connors, Roger, and Tom Smith, New York: Portfolio Penguin, 2011
“Three-time New York Times bestselling authors Roger Connors and Tom Smith show how leaders can achieve record-breaking results by quickly and effectively shaping their organizational culture to capitalize on their greatest asset-their people.”
Friedman, Mark, Bloomington, IN: Trafford Publishing, 2005
How to produce measurable improvements for customers and communities.
Hogan, Cornelius, and David Murphey, Annie E. Casey Foundation, 2002
“Using examples of real individuals and communities, we bring to life the potential for an outcomes perspective to change how government relates to its citizens and, more importantly, to achieve significant progress in addressing issues that concern people everywhere–healthy children, stable families, competent and responsible adults, and supportive communities.”
Kanter, Rosabeth Moss, New York: Crown Business, 2009
“SuperCorp is a remarkable look at the business of the future and the management skills required to get there. …when people are empowered and values drive decisions, everything can come together in magical “Rubik’s Cube moments” of deep satisfaction. …people are more inclined to be creative when their company values innovation that helps the world.”
Schorr, Lisbeth B., New York: Anchor Books, Doubleday, 1997
“Common Purpose tells the stories of the community builders who are combining what works to transform whole neighborhoods, the early childhood people who help families assure their children’s readiness to learn, the principals and teachers who have built learning communities in which all children learn at high levels, the child protection professionals who are partnering with neighborhood churches, and the community-based organizations that have converted schools and housing projects from hostile fortresses into valued community centers.”
Sonnenfeld, Jeffrey, Harvard Business Review, September 2002
“It’s time for some fundamentally new thinking about how corporate boards should operate and be evaluated. We need to consider not only how we structure the work of a board but also how we manage the social system a board actually is. We’ll be fighting the wrong war if we simply tighten procedural rules for boards and ignore their more pressing need—to be strong, high-functioning work groups whose members trust and challenge one another and engage directly with senior managers on critical issues facing corporations.”
Harvard Business School Summit, October 2008
“A new type of 21st century company is emerging that is transforming how business is conducted. These are values-driven companies that define a core set of values and rely on these values in making all strategic decisions. … This values-based orientation attracts and motivates employees, appeals to customers, leads to focused innovation, and creates competitive advantage. A focus on values enables companies to change and bounce back quickly from challenging situations.”