What is considered ‘just part of the job’ and what is considered the work of specialists? This is an issue we hear our clients wrestling with over and over again, including how to operate powerfully in this arena. There are many areas that fit this problem and we are going to look at a one which shows up consistently in Construction – housekeeping.
A high performance work environment can, for some, be an elusive ideal. For others, it’s a reality that can always be improved upon. The thing is, fostering and developing an organization that actually achieves seemingly impossible goals still proves a daunting task across the board.
In an ongoing quest to understand what leads to High Performing organizations, I recently interviewed Gil Judson, a Global Client Manager here at JMJ, widely known at this company as one of our foremost experts on our High Performance approach.
When the results we’ve always gotten equal mediocre performance, what should we do? It’s said that Einstein remarked, “Doing the same thing again and again expecting a different result is the definition of insanity.” Repeating what we have always done will doubtless get us the results we have always gotten.
Often, getting an organization to that next level–the one where you’re not just meeting goals, but surpassing them and moving into almost unimaginable territory–can be tricky. It’s not always obvious how to move beyond business as usual, particularly when business as usual has gotten strong results up to this point.
Here at JMJ, we often talk about the benefits of coaching to the individual, teams and the organisation. Usually, though, little or no consideration is given to what a Coach/Mentor gains from Coaching or Mentoring.
An organizational Transformation is no small task, with the seemingly impossible demand to reach hundreds, thousands, or even hundred thousands of people sometimes on every continent on the planet. JMJ Co-founder, Joseph Friedman, spoke with JMJ Global Client Manager Billy Afghan about the value of commitment and what it takes to cause a cultural safety Transformation in large organizations that can reach around the world.