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Financial planningFor businesses

Why should you take action? An overview of Corporate Social Responsibility

By February 6, 2012February 12th, 2019No Comments

The culture of a business develops and changes over time. It’s shaped internally by the people within the business and impacts externally on clients and/or customers.

Employees and clients can develop a set of expectations about the culture of a business and behave accordingly. A ‘high performance culture’ only exists when everyone trusts and values what the business stands for, how it operates and what it delivers.

Here we take a look at what likely outcomes and benefits there could be for developing a high performance culture inside your business and what evidence there is to show a high performance culture may already exist.

  • There is mutual respect, trust and confidence and no distrust or fear
  • A “can-do” spirit is encouraged and exists, replacing any “it cannot be done” attitude
  • Individuals are encouraged and are comfortable to take personal responsibility for their actions and there is no place for a culture of blame and making excuses
  • Everyone seeks to encourage and embrace new ideas and plans, without being prejudiced or judgemental
  • There is open, honest and flowing communication of all types with no hidden agendas, dishonesty, or a lack of openness
  • All employees are empowered and encouraged to communicate across sectors, levels and parochial boundaries. Hierarchical organizational structures are minimalized
  • Quality, service and excellence are valued and quick-fixes and bottom-line working are not
  • The business is client/customer orientated and externally focused ahead of being internally focused on tasks and functions
  • Innovation, ingenuity and breakthroughs are more appreciated and evident than holding on to the past, resistance to change and apathy
  • The business exhibits flexibility and responsiveness rather than adherence to rigid rules and policies
  • The business is a learning organisation where learning from experience drives improvement and development
  • The organisation seeks ‘win-win’ outcomes and impact

These 12 broad evidence statements are drawn from a number of real experiences within the business world, where much has been written about the importance, for success, of creating a High Performance Culture.

The one constant feature is a recognition that people matter and that it is their abilities, behaviours and feelings that underpin a dynamic and successful business culture.