Too few managers and management teams talk about what it means to promote a culture of business performance excellence in and across their organizations. Even fewer work on it.
Perhaps the lofty sound of anything with “excellence” in it creates an eye-roll or seems like some far-away mirage best left for pursuit inside classrooms. It’s great fodder for business books as well. Perhaps it’s the reality that by admitting that you are striving to pursue business performance excellence, you are admitting that you or your team or your firm is one or more degrees separated from anything resembling excellence.
It’s hard to show up at the management team meeting and say, “We suck, and we have to do something about it.” Or, “We’re good, but we’re not great and we should do something about it.” It’s a difficult conversation to start, but one that offers remarkable potential for tangible outcomes once a firm’s senior managers have opened up to the topic and accepted the challenge to pursue excellence.