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The Consortium Benchmark - Summer 2019

The Consortium Benchmark - Summer 2019.  News and updates from the HPSC Leveraged Learning Consortiums. 


Member Story - Paris Dental Centre. 

Ferature Article - Is your Management System holding you back?

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Introducing High Performance Leaders

HPL Partnership Disrupts Leadership Development Industry

High Performance Leaders Inc. (HPL) announces new partnership to develop Effective Leaders that create long term sustained High Performance cultures.


Kitchener-Waterloo, ONT, June 28, 2019-- Scott Smith, a leading Continuous Improvement (CI) coach and president of the HPS Consortium, alongside Glenn Sommerville, a proven industry CI executive, have formed High Performance Leaders Inc. to help organizations create and sustain High Performance Cultures. HPL offers its clients effective and practical methods to develop the necessary skills and habits to create strong and committed leaders and effective management system structures along with a culture of respect and trust.  


A highly engaged and motivated employee is the most formidable weapon that an organization can utilize to compete and win. An engaged and motivated employee is more focused on doing their work, more productive and is more likely to have a better work and home life.  However, less than 30% of an organization’s people fit this category. Less than 5% of organizations sustain High Performance over the long term. HPL offers a unique skill development program with coaching support from proven Leaders during and after the program. HPL also offers support by a community of peers with the same focus of accelerating learning and sharing of best practices. HPL’s Effective Leader development program raises the bar to drive long term and sustainable performance within organizations.


Scott Smith has been coaching and developing thousands of organizations and leaders as the president of HPS Consortium for over 18 years. Through his life-long commitment to CI, Scott has provided support to consortium members to apply what they learn from benchmarking, collaboration and exchange events. He has created and led cross-organizational improvement teams and developed relationships that resulted in the acceleration and sustainment of the consortium member’s CI journeys. Scott has developed proven methodologies to help members continually evolve their thinking. 

Glenn Sommerville has been leading transformational change and CI across multiple industries at highly successful companies such as Honeywell, Toyota, BlackBerry and Amazon. Through his time with Toyota, Glenn learned the hard way what Toyota Production System (TPS) really meant and earned his stripes in CI on the manufacturing floor through daily management and rigorous hands-on training and development in Japan by TPS experts.  Glenn’s strong passion and practical approach to CI and culture change has facilitated best in class performance from the teams and organizations he has led.  


High Performance Leaders Inc. is developing the World’s Highest Performing Leaders.


If you would like more information about this topic, please contact:


Scott Smith                             Glenn Sommerville

519-502-9394                         519-504-1435

SSmith@hpsinc.ca                 GSommerville@hp-leaders.com

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HPS Consortium Update - April 2019

HPS Consoritum Update  - This month's feature - Tier 4 Leadership - Create a climate where the truth is heard.


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Improving Governance Through Gemba Walks

Learn how to improve Board Member Goverance through the use of Gemba Walks 


Article - Healthcare Execuitve Mar / Apr 2019.   




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HPS Consortium Update - February 2019

HPS Consortium Update - February 2019. This update features an article on the application of Drucker's 5 Questions and a Member Story on Big Brothers Big Sisters of Waterloo Region.


HPS Consortium Update



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HPS Consortium Update - January 2019

Introducing the HPS Consortium update. The update provides monthly information on our members accomplishments, how our thinking is developing, available resources and upcoming events.  


Don't miss out on future updates - subscribe today -  HPS Consoritum Update












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Share Showcase Challenge 2019

Is your organization ready for the Share Showcase Challenge?

Share Showcase is on November 21st this year and marks the 13th best practice competition in its current format. 

For 2019, I am launching the Share Showcase Challenge.

For the challenge, I would like organizations to provide me with a commitment in January that they are going to present at this year’s Showcase.    In exchange for the commitment, I will work with each of the organizations to help implement your improvement and develop your story for Showcase.


I have 20 spaces open for presentations and I will be taking commitments by date of response.

Please let me know by January 25th if your organization would like to take up the challenge.

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The Culture Experiment Continued - Culture and Values

When your team understands what your organization’s values mean, how they connect to the values and how they can observe values in action, research tells us that they are 51 timesmore likely to be actively engaged employees.   


So where do values fit into culture?


Culture is behaviour that is supported, expected, reinforced & valued by a group of people over a long period of time. Culture is typically based on an unwritten set of rules.  Values are an attempt to establish the rules of culture.


Values are typically defined by organization’s senior management group.   The values are communicated to employees and then senior management will sit back and wait for the magic to happen (which rarely ever does).  


In order for values to impact culture, we must have a deliberate approach and follow our PDCA (Plan, Do, Check and Adjust) model.


For example, one of the 8 traits of culture is ORDER.   ORDER is having a respectful workplace, having a structured workplace that allows teams to function well and having shared norms or values.   One of the values that supports ORDER is accountability.  Accountability is a very broad term and has a different definition for most people.   One option is to get your team to define what accountability means to them. One definition could be people say what they are going to do and actually do it.   This is better but may not be observable.   To make accountability observable, the team can define the value as an observable behaviour, such as team commitment to updating their visual performance white boards on a daily basis.   


What is observable can now be measured.   At HPS Consortium, we have been using the 28-day experiment to measure behaviours.   If a task is completed 28 times in a row, it will typically will become a habit or permanent behaviour.   In this case, we would use a calendar to measure the update of the boards 28 days in a row (observed is a green check, non-observed is a red check and red check means start over at day one).   


The value of accountability is now connected to ORDER as the team supporting an element of a structured workplace.


Remember, you have to be deliberate to enhance your culture and once you start, you need to pay attention to the results.    

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What HPS Consortium is Reading this Summer

I have been inspired by the number of summer reading lists that have come out in the last couple of weeks, so I thought I would add to the noise by adding my own books.  


The following have been used as part of my consortium development work and as you read them, you will see some of the concepts that we have been applying. 


If you click the titles, it would provide the details for the books .. and I do not get commission from chapters….


Please let me know your thoughts and if you have any questions.







Creating Great Choices –  I have incorporated Roger Martin’s  integrative problem solving and design thinking  model in the problem solving models used by the consortium . I have also incorporated the thinking in our approach to culture change.  The conflict model has been very helpful with our Lean Thinking for Knowledge Work ( Advanced Value Stream Mapping Facilitator ) training.


The Achievement Habit – My first introduction to Design Thinking.  This is a read for those that want to ‘do’ rather than just ‘plan to do’.  It also has my all-time favourite title to a chapter … Reason are Bulls**t .. something to live by.


Team of Teams – Teams work is how our organization’s excel.  The author is a retired US Army General who lead an engagement team in Iraq.   Through stories, he walks through how he changed how US agencies work together to become more agile and effective. It has some excellent examples of how we can build the same thinking in our own organizations.   Fans of Taylorism beware. If you are a keener, you can read the follow-up book One Mission as it provides more details on deployment of the thinking.  


Mindset  – This one could be a game changer for some of us.  It explores the concept of Close vs. Open Mindset.   I had a few personal revelations when I read it.


Creating a Lean Culture – A classic and a fundamental read on Management Systems.  Thanks to David for providing the core thinking that we used to build our Organizational System Thinking Model

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Solving our Problem - Knowledge Worker Capacity

Our big problem - Increasing the capacity of our knowledge workers - this is how the HPC Consortium members are solving the problem.   







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Scott Smith
July 29, 2019
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