Six Questions About Building a Results Rule! Culture With Randy G. Pennington, author Results Rule! Build a Culture that Blows the Competition Away

by Randy G. Pennington

The Results Rule!® training video launched in April 2010 is generating a lot of comments and questions about what it takes to build a culture that consistently delivers results. The folks at Learning Communications – our retail channel distributor – asked me to weigh in with answers to commonly asked questions about this important and often difficult challenge.

How does the intangible of “culture” create results for my organization?

Every organization has a culture that defines its habits. Your culture can develop intentionally or accidentally. It can be congruent with your stated vision and values, or it can be completely at odds with them. Either way, those habits say who you really are as an organization. Your competitors offer basically the same products and services as you. They write the same words on their flip chart pads during strategic planning sessions, and they probably have similar work processes and goals. They may even use the exact same equipment. One of you consistently hires better people. One of you makes the extra effort to flawlessly execute or consistently provide just a little better level of service. The differences between your performance and their performance are those habits that determine your culture.

You say that there are six choices that lead to a culture that delivers results. Isn’t that a little simplistic?

First, let’s review the six choices:

Tell yourself the truth – value candor and honesty
Pursue the best over the easiest
Leverage the power of partnerships
Focus the energy to make the main things the main things
Show the courage of accountability
Learn, grow, and adapt

There is nothing revolutionary about these choices. Hundreds, if not thousands, of books have been written about each of them. So yes, they are simple. But simple is not the same as simplistic. The principle reflected in each choice is readily recognizable as important to every individual’s and organization’s success. They are, if you will, simple. The discipline to consistently execute these six choices is incredibly difficult. It is hard work. The difference between the marketplace heroes and everyone else isn’t the simplicity of these choices. It is the disciplined and continuous application of these principles in every aspect of their operation.

Which of the six choices are the most important?

That is a difficult question because it implies that you could leave some out of the equation, and I don’t believe that you can do that. I find that the choices to pursue the best over the easiest and show the courage of accountability seem to resonate the most with my audiences and clients.

Accountability shows up because most people and organizations say all the right words. They just don’t follow consistently live up to their intentions. Accountability brings a sense of commitment to keeping your promises both individually and as an organization.

Pursue the best over the easiest rises to the surface because it drives every choice and decision you make. It sets the standard by which you will measure yourself, and it creates the perspective for implementing the other choices.

Doesn’t everyone want to pursue the best over the easiest?

You would hope that everyone wants to pursue the best over the easiest. But, experience tells us otherwise. How many times have you experienced service where it is obvious that the individual is doing what is easy for them rather than best for you the customer? How often have you seen a manufacturing company have to recall a product because it did what was easiest rather than what is best? This even applies to our interactions with others. How often have you experienced a performance review where your manager took the easy road rather than taking the time to provide the best feedback?

I don’t believe the majority of people are malicious in their desire to do what is easy rather than what is best. Perhaps they haven’t thought about it as a choice that needs to be made. Or, they may simply be trying to balance competing priorities and make a poor choice. I do know that individuals and organizations who strive to pursue the best over the easiest end up making better decisions, and they more effectively execute those decisions.

How can my organization implement these ideas?

There is no defined 7-step or 12-step program that can be applied by every organization in exactly the same sequence. That’s because every organization starts this journey from a different place. That said, the best place to begin is with telling yourself the truth about where you are and where you want to be. The first question I ask every organization when we begin our work on culture transformation is: How would your organization look, feel, and act if you had a culture that contributed to being the best at what you do?

The second step is to tell yourself the truth about the gaps between your desired culture and your current reality. Once you know that, you can begin your work. In doing so, it is important to simultaneously generate some quick wins to keep the momentum going as you tackle the tougher challenges.

Where do I start with my team?

We have created a free assessment to help you get started. You can download it here. You can also download a list of implementation ideas to help spur your thinking here.

The first step, however, is always the same: Make the commitment to pursue the best over the easiest; define your desired culture; and tell yourself the truth about the gaps that exist.

Randy Pennington helps leaders create cultures focused on results, relationships, and accountability. For additional information or to schedule Randy for your organization: contact via telephone at 972/980-9857; e-mail at Michele@penningtongroup.com; or on the World Wide Web at http://www.penningtongroup.com. Send comments to Randy@penningtongroup.com.

©2010 by Pennington Performance Group; Addison, TX. All rights reserved. This article may be downloaded for personal and professional development. Copies may be shared within an individual organization. For all other uses please contact author for written permission.

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