A Key to Effective Leadership

There’s a significant difference in creating an environment where excellence is expected, where excellence is required. In the first case, not only to create expectations of the organization of excellence, but the efforts of the team for the more “pressure” has all the rush to set standards of excellence.

How can we define the rules of competence and values to embrace. Standards define the level of quality we want. They concern the quality of service and product quality. If you go to a fast food, excellent customer service means to provide food for a very short time – usually 2-4 minutes. appropriate level of quality that determines the standards that you and your organization is regulated is determined by the expectations of your market. Once you have defined what excellence means to you and your organization clearly setting out expected standards of performance and values that determine how you, your team and your organization to do the work you do, you will have the opportunity to design an environment that creates excellence.

Design an environment that produces excellence is to create an organization “culture” An established culture will embody and reflect the standards and values you and your organization has agreed.

Culture is created by how you and your team to live and spread the values and standards that you identified. The unfortunate consequences are if you and your team claims to embrace and embody a certain culture, but live in a piecemeal, ignore the behavior with others, contrary to the culture, or worse, acting in a manner contrary with “culture”. The key is that the quality of the consumption of your team will produce modest results and contradictory. You can also put in the effort to forward design, implement and live by a culture of excellence will produce results over the long term, independent.