| Danial Norjidi |
IN THE current economic climate, it is important for business leaders to lead change and create high performance cultures within their organisations.
The topic of creating a high performance culture was highlighted at the recent Leading Business in Asia Forum by speaker Rohn Rajen, a Principal Consultant and Partner at Human Capital Group Asia Limited.
Rajen has over 20 years expertise in training, coaching and consulting, and is also an author and motivational speaker. A sports physiologist by qualification, he has in-depth knowledge and understanding of human potential and behaviour modification.
At the forum, he delivered a presentation on the topic, ‘Leading Change: How is a high performance culture created?’
He provided a definition of culture in this context, saying, “Corporate culture is how every employee knows she or he must act… even when no one is watching!”
In his presentation Rajen highlighted four critical success factors for creating a high performance culture: direction – a common understanding of where a company is headed and why; roles and responsibilities – clear expectations for individual and team contribution; commitment – meaningful work and rewards; and capability – building capacity to deliver result.
Prior to the forum, Rajen highlighted in an email interview with the Weekend Bulletin that change is key to growth and profitability.
Rohn Rajen speaking at the forum. – DANIAL NORJIDI
“If you stay the way you are, you will have increasing difficulties staying alive,” he said.
“But, to change for the better, you cannot simply follow what others are doing. You must lead change. You need to be fast, unique and relevant,” he said. “You need to build credibility and trust both within your organisation and your customers. Those are the key competitive factors now.”
He also shared that a number of consistent traits have been seen in high performance organisations compared to the rest.
“One of the most important characteristics of high performance organisations is that they have decentralised leadership. In essence, they share leadership. For example, employees are empowered to lead within their sphere of influence and responsibility. This is particularly true for frontline employees who interact directly with customers and suppliers,” Rajen said.
“I concur with current business and organi-sational leaders that change is very difficult, particularly as any successful transformation depends on people changing their mindsets and behaviour! Yet, we have many success stories and are ready to share proven methodologies for culture transformation that work in our VUCA environment,” he added.
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