Great question regarding how you can become a more effective role model and leader. There's a lot you can do to achieve that.
Over the last few decades, research in industries as diverse as manufacturing, software development and healthcare, in countries spanning the globe from Japan to Europe to the USA, have reached a consensus on the essential characteristics of High Performance Cultures.
Researchers at Stanford University set out to determine how much influence organizational culture has on business success. They tracked the fate of almost 200 Silicon Valley startups over eight years. The results were startling. They found that one particular cultural style outperformed all others. In fact, adopting the top-performing cultural model increases the likelihood of a successful IPO by a whopping 625%, compared to companies with no well-defined cultural model.
In Japan,Toyota developed the Toyota Production System to become the world’s largest auto manufacturer. The Toyota Production System is, at its heart, a cultural transformation. As Toyota opened manufacturing plants in the USA, the system spread to other industries and became known more generally as Lean Leadership. For the last 10 years, leading organizations have been successfully applying Lean Leadership principles in diverse industries such as healthcare retail, travel, government, and financial services.
In the intensely competitive Internet world, the Agile software development approach has swept the industry as the only competitive approach to software development. While Agile includes a project management framework, more than anything else, it is, again, a cultural transformation that leads to higher quality, productivity and competitive success.
Google, a company obsessed with data and analysis, applied their analytical tools to investigate why some of their internal teams failed while others were highly productive. They investigated hundreds of factors from the skill mix of the team members, the types of projects they were working on, the mix of personality styles on a team and many other factors. After crunching billions of bits of data, they discovered only one factor that consistenty determined whether a team was unsuccessful or sucessful. You guessed it: there were some very specific cultural factors that separated the teams that deliver low performance from those that deliver high performance.
These research projects took radically different approaches, and their models for High Performance Cultures came from diverse industries with employees ranging from unskilled manual workers to knowledge workers with doctoral degrees.
Surprisingly, all these different approaches ended up coming to almost identical conclusions about the characteristics of High Performance Cultures.
It turns out that in *all* cultures and industries, staff at all levels fee that:
Their managers care about them
- They are treated fairly and respectfully
They are in control of their own destiny
- Their opinions are valued
- Their input is thoughtfully considered and used
- They are encouraged to make decisions about their own work
If you focus on these factors in your meetings, you'll be well on your way to becoming an effective role model for your team. (I do provide trainings for leaders in the skills to accomplish this.)