High performance comes from a high performance structure, one free of shackles, like:

• Non-value added work.
• Time consuming vertical management structures.
• Bureaucratic procedures and policies that zap employees' energy.

Characteristics of a high performance structure are:

• Intense customer and market focus. Both field people and senior managers drive the organization in daily contact with customers.
• Team-based. Operational and improvement teams are used throughout the organization.
• Highly autonomous and decentralized. Company split up into many flexible mini-business units, able to adjust to meet customer needs.
• Servant-leadership. Senior managers provide both strong focus and context, while at the same time providing support to the business units.
• Networks, partnerships, and alliances. Organizational boundaries are blurred as teams reach across the company.
• Fewer and focused staff professionals. Often embedded right in the organization as part of operating team. Many teams purchase expertise from outside as needed.
• Few management levels. Spans of control are very large. Managers are very skilled in leading, directing, and developing staff.

High performance structures require people that are well trained in both technology and performance skills, such as problem solving, teamwork, and goal setting.

Trust plays an enormous role, allowing decentralization and letting mini-business units make meaningful decisions. Having a clear vision, principles, and values, combined with well-developed staff, allows the trust to be given.

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