It was so predictable. I called it every time. As a commercial lender just out of college, I told my boss that I didn't have to look at the financials to accurately predict both the profitability and growth of a company. He didn't believe I could call every one right -- until we went on 10 calls together.

Suddenly he was a believer.

No need for a crystal ball; you can do it too. Simply enter a workplace and hang out for three minutes and listen to the conversations -- and all is revealed. Within three minutes, you will know whether employees are committed to driving results or satisfied with the language of "try." You'll know whether they are whiners or solution people committed to breakthroughs; whether they are "me, me, me" people or people with a cause. Language is the precursor of results.

Employee engagement has just hit a 22-year low. Gallup studies now say that one out of three payroll dollars is lost due to disengaged employees. That's a huge bottom line impact.

1. "Bring it on" culture

   The leading predictor of future growth and profitability is culture -- the way people play in the sandbox called work.
   
   Most people come to work on their first day with their shoes shined and their shirts pressed, intending to set the world on fire. Then within two weeks, almost without exception, they discover that they work with colleagues who shoot wildly for mediocrity, and they immediately lower their expectations.
   
   After spending 20 years doing corporate "spin-arounds" -- turnarounds in which clients report more growth in the following 30 days than they had in the previous 10 years combined -- one thing is clear: when people engage, start having fun, take results seriously and themselves lightly, miracles happen.

2. Move from blah, blah, blah "business plan" to results-oriented plan

   Sure, you've heard that organizations should work offa plan and follow it. But very few organizations expect each and every employee to create a quarterly plan that ties into the strategy with specifics about numbers met and projects completed. As a result, most organizations have people running around with their hair on fire every day but never accomplishing what is critical.
   
   Most people spend more than 70 percent of their time focusing on the non-critical and finding ways to avoid the critical. Massive results work plans change all that and fast.

3. Tell the truth at a deeper level

   After working in all states for more than 20 years, there is something unique I find in just about every Minnesota organization, something far less common anywhere else -- passive aggressive behavior. It's the dark side of "Minnesota nice".
   
   When asked to do something, Minnesotans will often nod their heads vigorously but have no intention or commitment to actually do. They think an excuse will be as good as a result, and they'll craft one as soon as they miss their deadline -- which they intended to do all along.
   
   Another form shows up when people attend a meeting, disagree with the consensus of the group, but don't speak up until afterwards in the break room. Dysfunctional? Yes. Normal in Minnesota? You betcha.
   
   It's maddening. Worst of all, it kills organizations. When organizations begin to tell the truth at a deeper level and make it safe to challenge ideas in respectful ways, things change quickly.
   
   Until people understand that living their word is critical to their own success and the success of the organization, most people accept blowing off commitments as a regular way of doing business in Minnesota.
   
   Enroll your people in knowing it is imperative that they "call it tight" on passive aggressive behavior. For example, if somebody says they'll do something and they don't, let them know that they defied your trust when they didn't fulfill your request. Everyone in the organization needs to feel supported in challenging a colleague or even someone higher up with a work-related request.

4. Be passionate about purpose

   I've consulted companies in almost every industry. Most of my time has been spent advising banks. I've worked with the highest performers in that industry, including some who were squirming in the clutches of the FDIC. What is remarkable is that many that were in trouble just a few short years ago, now top the charts in performance.
   
   Although it takes many things being fixed, from culture to marketing to strategy to sales and service processes, what makes the fastest difference is getting people to understand that how they do what they do makes all the difference.
   
   For example: When a teller realizes that her job is not to do transactions, but to help every one of her customers retire with financial independence, and that she can make sure that happens -- suddenly, the light goes on. She gets it.
   
   To say we are in business to profit is like saying we are alive to breathe. It seriously misses the point.

5. Call it tight on adult day care behaviors

   Excuses. Whining. Gossip. Those are just a few of the behaviors that make it impossible to create a high performance organization. Execs are always the last to hear these behaviors because the violators are smart enough to avoid getting caught in the act.
   
   The solution: Create an atmosphere where everyone is required to "call it tight" on any behavior that contradicts the standards and values of the organization. Calling it tight means it is unacceptable to allow any violations of service standards, values or key agreements of the organization. Giving people the ability to control and improve their own environment is empowering and deeply satisfying.
   
   At its core, finance is about people and profits. Let your clients see these five marks of high performance and they will stay with you forever -- and send all their friends!

Roxanne Emmerich, CEO of The Emmerich Group, is listed by "Sales and Marketing Management" magazine as one of the 12 most requested speakers in the country. She and her firm do corporate spin arounds™ and work with top five percent performers within their industry as well as those who want to get there and stay there. She is a New York Times bestselling author of Thank God it's Monday! How to Create a Workplace You and Your Customers Love. For more information, contact Info@EmmerichGroup.com.