During the World Business Forum, Carlos Brito, CEO of Anheuser-Busch InBev, explained to the audience his three elements of a performance culture: dream, people, and culture.
Dreams are important because they set the bar. Once you set that bar it anchors everything. You have to dream big. Dreams have to be stretched but credible. And you have to know about 80 percent how you’re going to get there; the rest you can figure out along the way.
The dream has to inspire and align people. Organizations are formed by people… this is obvious, but that can be easily forgotten. If leaders work in harmony on that dream, the company goes forward. When company leaders don’t work together, things stall and often begin to fall apart.
Keep raising the bar; don’t be afraid to dare and try harder. Be public about it. Make it measurable. Be remarkable!
Great organizations are formed by great people. No one says, “I’m going to hire average people.” Great people are the ones who, when given the right training and opportunities, will get better than the managers who hired them. If you’re afraid of hiring people better than you, you’re not a good leader. The benefit of hiring great team players is that those people will push you to do better, too.
Great people attract other great people, it’s a magic and a perpetuating experience. Conversely, mediocre people like to work together because it’s easier. Great people like a meritocracy; they like to know what their future opportunities are. Put pressure on your team. Good teams perform best under pressure.
You have to be the coach and spend time with people. Imagine if a sports coach didn’t coach and train his team. He’d be fired. Don’t say your agenda’s too busy. Make time for your people.
One of the few sustainable competitive advantages an organization has is its people. If you hire and train right, competitors can’t duplicate it.
Create a culture of ownership. If I’m an owner, failure is not an option.
Think about rental cars. People treat them differently than their own car. You don’t want that attitude in your companlong-termng job hoppers. You want people who think long term and who feel a sense of ownership in the organization. Zappos is an excellent example of this.
Show that you value great employees’ contributions by training and promoting people from within.
What are your thoughts about Carlos’ three key elements of a performance culture?