Creating a Performance Culture
The “new normal” for creating performance excellence is emerging. Training can no longer afford to be tactically focused and event-based. It must be an ongoing, systematic process which maximizes opportunities in cognitive behavioral research. The research explores what elite performers do differently, and when applied to corporate culture, has the ability to profoundly impact talent development. The elements of extraordinary performance as articulated by Professor Randy Massengale at Seattle University’s Center for Leadership Formation are based on leading theoretical and experimental research by experts such as American Developmental Psychologist Howard Gardner, Hungarian Psychology Professor Mihaly Csikszentmihalyi, and Swedish psychologist K. Anders Ericsson. The authors are applying the idiographic and nomothetic elements of extraordinary performance in multiple domains through case studies. This case study applies the elements to the athletic elite performance of a hockey player. It was performed by Professor Michele Loughead at Michigan Technological University’s School of Business and Economics, merging 20 years of business experience including strategic management and executive leadership with higher education in the classroom and on the ice rink. Readers will gain insight into this emerging body of work to better understand how the nomothetic and idiographic elements can be applied to develop world-class talent, providing a foundation for training leaders, leveraging development.
||Elements of Elite Performance, Extraordinary Performance, Creating a Performance Culture
Organizational Cultures: An International Journal, Volume 12, Issue 3, pp.63-72.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 399.677KB).
Lecturer, School of Business and Economics, Michigan Technological University, Houghton, Michigan, USA
Over the past 20 years, I have worked in various industries including energy, from traditional to renewable, manufacturing and construction, and high tech. I immersed myself in cross-company positions to fully appreciate the demands and dependencies of each department. My purpose was to focus on bridging interdepartmental collaboration. This focus has taken me through accounting and finance, human resources, quality control, procurement, sales, operations and logistics, commodities trading, strategic management, and executive level positions. In addition to classroom teaching at Michigan Technological University, I focus on leveraging the skills of business and non-business majors to inspire entrepreneurs to start-up companies, team and personal growth development both in and outside the classroom, and community outreach. I am a Certified Public Accountant. I received my Bachelor of Business degree from University of Michigan and MBA from Seattle University.
Adjunct Professor, Department of Management, Albers School of Business and Economics, Seattle University, Mill Creek, WA, USA
Randy Massengale, MSM serves as an adjunct professor of leadership at The Albers School of Business and Economics at Seattle University in Seattle, WA, USA. His career spans four decades in the area of talent development and has worked with the executives in several Fortune 500 companies including Microsoft, Intel, Starbucks, and Costco. He is the author of international publications on Career Development such as “Navigating the Plateauing Trap” and is also featured in the book “Six Lessons for Six Sons”. Massengale serves as an executive coach at The Center for Leadership Formation at Seattle University. He acts as a major division one basketball programs advisor and works closely with Sean Hutchison of the “Fullerton Five.” He holds a Bachelor of Arts degree from Lewis and Clark College, and a Master of Science in Management from Antioch University.