High-performance corporate cultures are not

a. results-oriented, permeated with a spirit of achievement, and able to meet or exceed performance targets.
b. characterized by high ethical standards, a strong preference for high-risk strategies, and a slow and methodical approach to responding to changes in the marketplace.
c. prone to provide rewards and recognition of loyalty and dedication on the part of employees, such that they are both energized and preoccupied with putting forth their very best efforts to do things right and be unusually productive.
d. expecting that all company personnel, from senior executives to front-line employees, display high-performance behaviors and a passion for making the company successful.