Excellence is one of those words that you hear thrown around a lot. If we are not careful, it has the potential to turn into a buzzword of sorts. However, excellence is a mindset, a work ethic, and a leadership philosophy. It's about having high standards, holding ourselves accountable to them, and building a culture where individuals thrive. But let's get real: building a culture of excellence is not simple. It requires commitment, consistency, and sometimes a willingness to disrupt the status quo.
What Does a Culture of Excellence Look Like?
A culture of excellence is one where every person in the organization—not only leadership—is committed to delivering exceptional results. It's a matter of creating an environment where individuals feel empowered to innovate, problem-solve, and continuously improve. Through my work and discussions with organizations in the Baldrige Foundation Institute for Performance Excellence, it has been easy to spot the "Culture of Excellence" details that permeate from organizations that truly embody excellence.
Leadership by example: When leaders walk their talk on a daily basis, it sets a ripple effect for the rest of the organization. Consider excellent leaders you look up to—whether in business, sports, or the nonprofit sector. They motivate others not only with what they say, but with what they do.
An unstoppable quest to get better: Successful companies don't accept "good enough." They say, "How can we do this better?" and implement systems to monitor and gauge improvement.
A strong dedication to customer service: Internal departments or external customers, a culture of excellence focuses on providing value and surpassing expectations.
An engaged, motivated workforce: When individuals feel appreciated and know that they're working toward the greater good, they show up to work as their best selves.
How to Build It
Creating a culture of excellence doesn't mean putting one more item on your list—it means incorporating high standards into all you do. Many organizations get this confused. Some tips on how to accomplish this are:
Define What Excellence Means to Your Organization
Each organization is unique, so define excellence on your own terms. Establish expectations and ensure each team member knows how he or she plays a role in the mission. An excellent example of this is Southwest Airlines. Their dedication to customer service excellence isn't a slogan—it's built into their hiring, training, and operations.
Set the Standard at the Top
When leaders themselves don't display excellence, no one else will. I was fortunate to work for one leader who went out of his way to call complaining customers—not to battle with them and defend the company, but to listen, learn, and troubleshoot. That's the kind of leadership that sets the standard for all.
Foster Ongoing Learning and Innovation
Excellence demands continuous improvement. Companies that invest in their individuals—through training, mentorship, and professional development—are rewarded with performance and commitment. Google's 20% time, in which employees may devote time to projects of interest, is an excellent illustration of innovation development in a manner that benefits the company and employees.
Reward and Recognize Excellence
Individuals need to know their effort counts. Marking and celebrating victories, no matter how large or small, keeps teams motivated. Whether through a pat on the back, a mention in a team meeting, or a formal recognition program, appreciation drives excellence.
Build a Culture of Feedback
Excellence-driven organizations embrace feedback. They create room for open, honest discussion where people can argue ideas, ask questions, and push for improvement without fear. One of my mentors used to always say, "Feedback is a gift—if you're willing to accept it." That mindset changes everything. Ultimately, when you use a quality framework for your organization like Baldrige, ongoing feedback and revision to how things are done should be centric to your approach.
Managing Pushback from Employees
The truth is that not everybody will adopt a culture of excellence immediately. Change is painful, particularly for workers who have been accustomed to doing something a certain way. Some will see increased expectations as demanding more work on their behalf, and for workers who haven't been fully engaged, that will be accurate. So how do leaders handle situations like that?
1. Acknowledge Resistance but Stay the Course
Pushback is unavoidable when creating change. A few staff members will feel threatened, while others will resist expectation. Listen to their concerns, but don't abandon your pursuit of excellence. Position it instead as a chance to grow instead of "extra work."
2. Offer Support and Clear Expectations
People are more accepting of higher expectations when they think they have been backed. Train, coach, and support the employees to enable them to meet new expectations. Ensure that they understand what is meant by excellence and how it can be achieved.
3. Handle Underperformance in a Positive Way
Not every person will step up to the challenge. If there are still some employees who are resistant to the new culture, sit them down and hold open, constructive discussions. Make them understand how their work affects the team and the company. If necessary, give them a formal improvement plan.
4. Reward and Identify Good Behavior
Change is hard, but accolades go a long way. When workers step up to the challenge and demonstrate excellence, celebrate it. Reinforce the behaviors you want to impart so they become the norm.
5. Make Excellence a Team Effort
Rather than dictating a culture of excellence from the top, engage employees to construct it. Invite them to contribute to and invest in it, and provide them with a stake in the venture. Once people believe they're part of the solution, they'll be more willing to invest in it.
Sustaining a Culture of Excellence
Having gained momentum, how do you sustain it? Organizations that sustain excellence:
- Regularly monitor performance and adjust as needed.
- Remain flexible to changing market conditions and customer requirements.
- Develop resilience by seeing barriers as opportunities.
- Validate values with daily deeds, not words.
Now You Know, It Should Be Easy, right?
A culture of excellence is not looking for perfection—it is looking to be better today than you were yesterday. You must have this mindset every day and just keep putting one foot in front of the other. It is building an environment where people are pushed to do their best, where innovation is the norm, and where accomplishment is rewarded. It is creating an environment where everyone pursues being excellent in all that they do. A quality framework such as Baldrige can help you begin to think about your organization critically. Before you know it, a culture of excellence will emerge.
So, here's the question: What is one thing you can do today to build a culture of excellence in your organization—despite resistance?
Written by Josh Racette, VP of National Programs and Development at the Baldrige Foundation