How to Form a High-Performance Organization


High Performance Organizations (HPO's) are like high performance cars - they need constant tuning, but are worth the trouble because they accomplish their purpose better than anything else in their class. Change is a constant in business. Your ability to communicate change is the most important thing, and to help your team embrace change as a catalyst for better things to come in the future.

You must start to look as change as an opportunity. I’ve gotten really good at this. I look at people leaving the team as a great opportunity for our team. What makes a HPO (High-Performance Organization) is dedication to strategic purpose and a commitment to giving your team the tools they need to achieve expected results.

Building a HPO requires vision, structure, and tools- but the hallmark of an HPO is your team’s ability to see change as a resource. Change is the opportunity to test assumptions and systems- to add the collective knowledge and grow your business. I made sure that even though Keely is training her replacement, we need to make sure we meet with her replacement and let her know that she could do a better job than Keely and it’s a good opportunity to test the assumptions that have been there.

Change moves everyone out of their comfort zones, and frees them to take a fresh look at the business- driving innovation and next-level thinking and growth. IF you’re going to build this thing anyway, as far as the real estate industry goes, I can clearly see a future where it’s going to be tough to compete if you’re playing at the economy model level.

When I think of it that way, imagine there are 10 Apple-like companies competing for every listing our buyer. That’s a scary world, because it’s not anything like that right now. I think at some point in the next 5-10 years, if you’re not building a team like this, I don’t think doing it halfway is acceptable.

It does show up in different things. When you are talking to vendors and you’re trying to do marketing agreements with vendors, your ability to speak this language with your vendors and speak a vision bigger than what you are today. I’ve always sold my vendors on a future. We tell them what we are doing, and sell them on our vision as a way to buy into it.

Obviously, with new recruits, I want them to come in our office and think “Wow, this is the real deal.” That’s why we have those visuals in our office. We are working on a career track in our company as well, so we can clearly talk to people about a 3-5 year career track in our company, which is pretty cool.

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