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KILL A CULTURE OF
HIGH-PERFORMANCE
IN JUST 3 STEPS
S L A C K E R ' S G U I D E
BE VAGUE AND
AVOID CLARITY
STEP 1
BE VAGUE AND
AVOID CLARITY
STEP 1
Time and effort is required to
conceptualize and implement new
initiatives.
Staff may not want to put in all that
effort on top of their existing
workload if they can’t be sure if it
has any chance of success.
Given time, people will start to err
on the side of caution, removing
innovation and initiative from the
organization culture.
KILL ANY
SEMBLANCE OF
ACCOUNTABILITY
STEP 2
KILL ANY SEMBLANCE
OF ACCOUNTABILITY
STEP 2
Successful organizations rely on
trust, not just within a department,
but also across roles and functions.
Managers need to trust that their
staff do their jobs while cross-
functional teams need to know
other teams will have their backs.
Remove this accountability and
nobody will commit to anything
because it's a huge risk to personal
reputations.
USE LOW
PERFORMANCE
TO CREATE DRAG
STEP 3
USE LOW PERFORMANCE
TO CREATE DRAG
STEP 3
Without accountability, it is
possible to accept substandard
results from low performers.
High performers will then have to
pick up the slack.
Given enough time, the high
performers will feel the drag of
pulling dead weight and staff will
eventually start to put in the bare
minimum, creating a culture of
mediocrity in the organisation.
CALL OUT HIGH
PERFORMERS
FOR BEING TOXIC!
BONUS
CALL OUT HIGH PERFORMERS
FOR BEING TOXIC!
BONUS
But how would you deal with
ambitious fresh hires who are
eager to impress?
Ambitious fresh hires are going to
rock the boat with their high
performance.
To combat this, acknowledge their
high performance, but claim that
while productive and effective,
they're toxic to company culture
and destroying team morale.
BONUS
Now that you have
this knowledge, will
you be using it to
destroy or protect the
high-performance
culture in your
workplace?
WHAT'S NEXT?
Read the full article:
http://bit.ly/33wHhlE

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Slacker's Guide - Kill a Culture of High-Performance in Just 3 Steps

  • 1. KILL A CULTURE OF HIGH-PERFORMANCE IN JUST 3 STEPS S L A C K E R ' S G U I D E
  • 2. BE VAGUE AND AVOID CLARITY STEP 1
  • 3. BE VAGUE AND AVOID CLARITY STEP 1 Time and effort is required to conceptualize and implement new initiatives. Staff may not want to put in all that effort on top of their existing workload if they can’t be sure if it has any chance of success. Given time, people will start to err on the side of caution, removing innovation and initiative from the organization culture.
  • 5. KILL ANY SEMBLANCE OF ACCOUNTABILITY STEP 2 Successful organizations rely on trust, not just within a department, but also across roles and functions. Managers need to trust that their staff do their jobs while cross- functional teams need to know other teams will have their backs. Remove this accountability and nobody will commit to anything because it's a huge risk to personal reputations.
  • 7. USE LOW PERFORMANCE TO CREATE DRAG STEP 3 Without accountability, it is possible to accept substandard results from low performers. High performers will then have to pick up the slack. Given enough time, the high performers will feel the drag of pulling dead weight and staff will eventually start to put in the bare minimum, creating a culture of mediocrity in the organisation.
  • 8. CALL OUT HIGH PERFORMERS FOR BEING TOXIC! BONUS
  • 9. CALL OUT HIGH PERFORMERS FOR BEING TOXIC! BONUS But how would you deal with ambitious fresh hires who are eager to impress? Ambitious fresh hires are going to rock the boat with their high performance. To combat this, acknowledge their high performance, but claim that while productive and effective, they're toxic to company culture and destroying team morale. BONUS
  • 10. Now that you have this knowledge, will you be using it to destroy or protect the high-performance culture in your workplace? WHAT'S NEXT? Read the full article: http://bit.ly/33wHhlE