Research continues this month to determine the various concerns, challenges, issues and services that media associations and high performing organizations (HPOs) across the United States have that might be applicable to the planning of a strategic path forward for KPA.

We will share our findings with the KPA Board in August.

In our research we are finding that the highest performing organizations across many different business sectors have common characteristics.

First. HPOs have well-defined management philosophies. These philosophies are grounded in excelling at everything the organization undertakes while enjoying the process. They have a clear vision of what they want to become i.e. such as the Kentucky New Era’s vision of being the “Pennyrile’s choice for news and information.” HPOs don’t rest on their laurels and they understand the importance and value of all contributors to the success of the organization.

Second. Managers at the top of the organizational structure are collaborative not just cooperative and certainly are not autocratic. In other words, they are willing to sit down with their other managers and employees and “roll-up their sleeves” to make things work better not just be nice to them. HPOs are not top-down directed. Managers at all levels inspire and motivate their employees to excel at all times and employees always feel comfortable dealing with all levels of management about any issue.

Third. Program goals that fit within the vision of the organization are set in collaboration with those folks who have to go out and meet them and these goals are realistic. This approach is combined with a philosophy where rewards and incentives are decided on the front-end of the planning process not on the back end after the goal is obtained. Rewards and incentives are given to individuals, sectional teams and the overall team. Employees within HPOs are recognized as individuals as well as a team for their efforts. Rewards vary from small amounts of money, to days off, to sectional and team parties, to flowers, small gifts and gift certificates. Those rewards, however, are always decided upon and understood before the employees’ actions are undertaken and senior management always gives those rewards promptly and participate in the recognition ceremonies.

Fourth. HPOs have managers that understand one of their primary roles is to be responsible while inspiring and motivating the employees. Managers appropriately manage their own resources --- time, money and employees. HPOs are not concerned about employee “presentee -ism” rather they focus on goals being met and leave it to the employee or manager to figure out how to do that. Managers have latitude within sections to manage their own budgets and staff to meet organizational goals. Managers and employees are held accountable and are often evaluated using a 360-degree performance matrix.

Fifth. HPOs seek to involve all levels of the staff in getting involved in achieving organizational goals. Ideas are tried and even if they don’t work the originator of the idea is acknowledged always in a positive manner for bringing the idea forward.

Sixth. HPOs have managers who understand that their role is to coach and counsel their employees into being the best they can be and growing and learning at all times. They encourage their employees to “work smarter not harder” and understand and relate to the importance of their employees’ feelings, issues and concerns.

Seventh. HPOs have an open and high level of communications at all levels so they can focus on continuous improvement of existing programs and development of new program efforts. Managers are free to challenge and take issue, question ideas and approaches, and contribute – always focusing, however, on the ultimate goals of the organization.

Eighth. Managers within HPOs feel comfortable in acknowledging their mistakes and errors because they are not penalized rather such miss-steps are seen as lessons learned. HPO managers are sensitive to the needs of their employees and their colleagues and understand the importance of not taking criticism or comments personally.

Ninth. Employees at all levels in HPOs are continually evaluating and assessing programmatic efforts and don’t hesitate to collaborate with management to make changes, sunset programs, or design new approaches.

Finally, managers and employees in HPOs are trained to prevent conflict and minimize aggression or resolve conflict promptly when it does occur because they recognize conflict as being negative energy that drains valuable time and energy from a high performing organization.

L. Darryl Armstrong is a strategic planner with Armstrong and Associates.