An Introduction to creating a high-performing culture
Debbie Morrison • August 23, 2022

Culture is often critical to unlocking an organisation's greatest potential, but senior leaders often have difficulty identifying and leveraging the functional aspects of their organisation's culture in order to enhance their brand, improve business results and fulfil their organisation's purpose. In this article, we explore some of the foundations for establishing a high-performance culture.

What is culture?

Culture is a set of shared beliefs, values and behaviours that guide people's decisions and actions.

The culture of an organisation is a reflection of its values and is defined by the beliefs, behaviours and attitudes that are shared by its employees.

Culture is too often an undervalued asset in companies. It can make or break any organisation. Employees that feel valued and respected, will perform better. Those that don’t, will leave.


It’s no secret that good culture helps attract top talent, retain it and develop leaders across all levels of the organisation but to create a high-performing culture, it’s important to understand what drives people to act in certain ways at work — what motivates them?

A high-performing culture is one that is not just well-intentioned but also a pleasure to work in.


It starts with an environment where people are valued and respected as individuals and where they feel safe to bring their whole selves to work.

A high-performing culture also has clear expectations about what is required from everyone, including managers and leaders. This helps employees feel secure in the knowledge that they are working towards the same goals as their colleagues, which increases their sense of belonging to the team.


The role of culture in creating high-performing organisations.

Culture is the single most important factor in determining whether an organisation is high-performing or not. High performers have a strong team culture that supports their business strategy and drives success.


The best way to create these conditions is by creating a set of principles for your company culture. These principles should be based on your company's values, focus areas and vision for the future, as well as being realistic about what you can achieve within a certain time frame.

Culture is something that is developed over time through a combination of people, processes and systems that are all aligned with the organisation's vision, values and goals.


It's important to remember that culture isn't something you can simply buy off the shelf. It has to be built from the ground up by all members of the team working together towards a common goal.


Culture is made up of three main components: people, processes and systems. These all interact together to form a coherent whole which ultimately determines how people behave and act within an organisation and how effective they are at achieving their objectives as part of a team or department.


Discover what is unique about your organisation's culture.

When you think about it, the purpose of a culture is to help people do their jobs. How do we make people more productive? How do we improve quality? How do we create an environment where people are happy, engaged and healthy?


Culture is not something that can be designed in a vacuum. It has to be based on the unique set of circumstances, challenges and opportunities facing your organisation.


Every organisation has its own unique culture because no two workplaces are exactly the same. Every workplace has its own set of challenges and opportunities. So creating a high-performing culture requires understanding what makes your organisation different from others.


Here are three questions you need to ask yourself if you want to create a high-performing culture:


What purpose do you serve?

What makes you different from other organisations that do similar things?

What is unique about my organisation's culture?


Helping leaders discover and communicate their unique value proposition.

There are two main types of culture: functional and social. Social culture is the way people interact with each other. Functional culture is what people do.


Organisations require both types of culture to be successful, but they have different goals and outcomes. Social culture is about relationships and interactions; functional culture is about tasks and outcomes.


Leaders can leverage the functional aspects of their organisation's culture to create a high-performing organisation. The key is understanding where your organisation's functional strengths lie, then leveraging them to improve performance.


The following questions can help you identify the functional aspects of your organisation's culture:


What kinds of behaviour do we value?

What are we proud of?

What kind of behaviour gets rewarded?

What kinds of behaviours are rewarded?


For example, if it's innovation then there will likely be an emphasis on creativity and risk-taking, whereas if it's compliance then there might be more emphasis on rules and procedures.


Where do people spend their time?

Where do people spend their money?

Where does the leadership spend its time?

Is it focused on things that align with the values identified above or not?


High-performing cultures are created by people and therefore can be developed over time.

Creating a high-performing organisation is a multi-faceted, ongoing process. It requires the engagement of leadership, HR departments and an organisation's employees. Culture is created from the top down and is shaped through daily actions and behaviours.


We have identified some of the best results-oriented practices to help you design a culture that drives performance. We based our findings on multiple research reports and industry leaders, who are experienced in designing high-performing teams in different sectors.


To create your own successful team, you must understand the difference between high performance and high potential. A high-potential employee may not always be a good performer.



To get ahead start, download our leader's guide to creating a high-performing culture in 2022 by clicking the link below:

https://www.elrexecutive.com.au/build-a-culture-of-high-performance-in-2022


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.