Where Is Your Organisational Strength?

Most organisations believe strength = success = profit and the higher the profits the stronger the organisation is.

So these organisations put a sole focus on increasing profit - and they attempt to do just that.

From the outside, on paper, that company is looking strong. But take a look under the roof - the ceiling is collapsing and those working in the company know just how unhealthy the business is. To be honest, employees are in an unhealthy state, personally feeling the effects of a distressed environment. 

No one really likes working in such companies, they feel overworked and undervalued. All the ‘good’ staff keep leaving. Senior Executives dismiss the churn rate as being ‘their problem, not ours’. But it is a problem that must be owned by those driven only by profit. 

This is why Inspired Leadership is the central pillar. 

It’s the pillar that is central - absolutely imperative - to the health and success of the organisation. 

It’s the pillar that is central to creating a strong, constructive and sustainable culture - setting the business apart from competitors, providing the example of expected performance and behaviour to staff, motivating and encouraging staff and staff feel genuinely valued. 

How strong is your organisation’s leadership pillar? 

It won’t be the strongest of the three pillars within your organisation unless it is given prominence - until leadership (and thereby culture) are considered the most important focus of the business and takes its rightful place as the central pillar underpinning the organisation’s success.

Let’s take a look at a leadership model which may help you and the other senior leaders in your business rate more honestly just how strong the organisation’s leadership pillar really is.

Sadly, there are a lot of organisations where the culture allows and accepts all of their managers (and I won’t even refer to them as leaders) to operate in the red zone. Their own behaviour and attitude, how they treat and interact with staff and their lack of focus on what really matters means the culture and therefore the organisation is dysfunctional. 

Staff look for leadership and find every manager’s behaviour is toxic, destructive and even aggressive.  Soon staff start acting that way towards each other too.

What we tend to see at this level is that there's almost an oblivious nature about this. Manager’s are ignorant of their own behaviours and the impact this is having on health and success of the staff AND the business. 

Those who want to inspire and be inspired simply leave and those who stay are those who are prepared to conform either through mindlessness or fear. Every person who stays finds themselves stuck in the red zone, below the fear and ignorance line. They have accepted  that ‘this is what it is’. 

And the myth that prevails here is that it's all about the personalities. 

And the belief is that no-one has any power to do anything about it.

So how do organisations ‘move’ the culture to the next level?

How do organisations lead managers and staff out of the red zone? If you would like to know more and discuss possibilities, contact Workplace Harmony Solutions.

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About the Author

Catherine Gillespie brings a wealth of skill to her clients. With particular expertise in teaching communication and workplace conflict resolution skills, Catherine has made a marked difference to the organisations she has worked with. She empowers teams and managers to adopt constructive styles that support harmony, productivity and progress in the workplace.