An organization that successfully implements and executes corporate strategy and drives expected corporate results embraces the following business values:

1.	There are no High-Performing Companies; there are only High Performing Work Groups. Corporate culture is never, ever a corporate phenomenon. In reality, the culture of an organization is an entity of many faces ... as many identities and variations as there are managers and work groups. Each manager and each work team has its own culture and consequently its own cultural approach to strategic compliance. Each manager and each work team has it own approach to productivity, profitability, customer satisfaction and talent retention. High-performing managers run high-performing teams ... highly productive teams ... highly profitable teams ... teams that get high grades in customer satisfaction ... and teams that rarely, if ever, lose talent to the competition. The biggest, overwhelming, most significant factor in creating a high-performance team is the manager and his or her ability to achieve these high-performing results.
2.	A growing number of senior executives know intuitively that there are alarming fluctuations in the job performance of individuals and teams throughout their enterprise. In their heart of hearts, they know their organizations are running on a fraction of their performance potential. They know they must hold their managers accountable for those harsh business realities. They know they must do something about this, one manager ... one work team at a time.
3.	In executing corporate strategy and growing the performance of his or her work team, the manager does not play a “role” ... but rather follows a systematic disciplined methodology that leads the work team in a measurable step-by-step fashion to greater levels of productivity. The focus of the disciplined methodology is always on measurable productivity, profitability, customer satisfaction and talent retention.
4.	Most managers want to consciously embrace strategic initiatives … most managers want to execute strategy with their teams and raise the productivity of their work teams. Unfortunately, most managers do not consciously understand ... nor have they ever been coached in this systematic disciplined methodology. No one can coach/teach a manager on the systematic disciplined methodology more effectively ... more powerfully, than a former “in-the-trenches” corporate manager who, himself, successfully raised, first-hand, the performance levels of his own business teams. Managers learn the systematic disciplined methodology best from managers who used it themselves ... from managers whose performance was tracked ... from managers whose performance was public record.
5.	A team manager’s ability to establish trust-based relationships, both in and outside the organization, is one of the major keys to corporate growth. Management without trust is a false sense of influence. Trust is at the center of what influential management is all about. Identification with a manager is a profound part of trust that in turn creates trust in the group’s purpose and goals. Those feelings of trust and identification are universal – whether you are a soldier at war, a nurse in a hospital, or an employee for an airline. If people truly believe in their manager, they will work as hard as it takes to do what needs to be done to increase production.
6.	The manager of the work team is 100% responsible for turning each of his employees’ talents into high-impact performance. The measurement of high performance falls in the areas of productivity, profitability, customer satisfaction and talent retention. Each business unit’s ... each team’s ... each department’s performance level is a direct reflection of the manager’s capabilities in using the systematic disciplined methodology.
7.	Courage, passion for excellence and futuristic thinking are at the core of the behavior of every high-performing manager ... at the core of the behavior of every high-performing employee.
8.	In order to drive strategy and ensure strategic results, managers must create and project a clear, exciting, uplifting vision for their team. They must bring the corporate vision and purpose down to each team member. Team members must find some connection between the organization’s values and their own values. They must feel a personal connection between their own productivity, their own values and the values and vision of the organization.
9.	People join organizations ... and leave their team managers because they are not given the opportunity to grow their talents. It is the employees’ relationship with employees' manager that will determine how long they will stay with the company and how productively they will perform while they are there. In fact, the credibility of Senior Management and the organization is largely driven by the quality of their relationship with their own supervisors.
10.	In order to raise the levels of strategic compliance and business performance, managers MUST focus on the organization/team first and foremost ... not on their own individual self-interest. They must swallow their egos, blur their identities and work for the good of the organization. “Me First” (political self-interest) thinking will kill any corporate growth initiative and destroy performance.
11.	Managers must create a “Learning Culture” on their teams, where there is a perpetual search for good business ideas, ultimately leading to competitive advantage. There must be a management strategy for new ideas and a sense of urgency to put them into action. There must be a belief that one can learn from anyone ... anywhere ... and those ideas must be communicated simply, enthusiastically across corporate boundaries.
12.	Unlike Wall Street and the “business press,” employees do not put their faith into the myth of “great companies” or “great leaders” or “great cultures.” For all employees at all levels, there are only their immediate managers – good ones, poor ones and many in between. The best investment a senior level executive can make to drive the whole company toward strategic implementation is to install the Systematic Disciplined Methodology into the minds, hearts, and behaviors of all work team managers ... so they in turn can inspire, energize, and empower their teams, and consequently produce the new, improved strategic results.
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