In many ways this requires a redefinition of
power. Leaders have a duty to be as fully conscious as they possibly can so they are not perpetuating unhealthy patterns of behaviour. Our CEOs and leaders generally don’t have measures in place for self-scrutiny but the more power leaders hold the more self-scrutiny they need. In the world of therapy there are prescribed procedures for self- reflection – it’s the professional code of conduct that ensures therapists have both the support and checks in place to keep their professional services on track. Had similar balances been enshrined in business before 2008, the near collapse of the Western banking sector could well have been avoided.
Steps to sustainable organisations
Organisations can establish healthier, more sustainable ways of working which don’t compromise the bottom line but in fact build it for the long term. Organisational health is fast becoming the new competitive advantage. After 10 years of research McKinsey found that healthy companies perform most successfully. In its research on 16 oil refineries McKinsey discovered that organisational health accounted for a 54 per cent variation in performance. There is a growing understanding in business literature, research and within progressive organisations as to what the practical steps are to build sustainable achievement in business.
1. Defined purpose It is essential for organisations to have their core purpose discussed, defined, explicit and clearly written up. Organisations must ask: what are our values and how do we demonstrate them? This has to be regularly reviewed and refreshed. John Baldoni author of Lead With Purpose describes purpose as a combination of vision, mission and values. In its simplest form, purpose is the organisation’s reason for being. Once there is a deep congruency and connection between people and the organisation’s core purpose, it enables the creative electricity to flow.
2. Coaching Coaching is a key tool in building sustainable achievement at work. Embedding a coaching culture gives managers the skills to behave in
ways that inspire an adult response. So they are able
to use a coaching style in
daily conversations: the ‘I have some ideas, but I’d like to hear yours’ approach. The ILM research 2010 Creating a Coaching Culture found that 95 per cent of leaders saw direct benefits to the organisation when coaching was introduced. The list of benefits were improved communication and interpersonal skills, leadership skills, conflict resolution, personal confidence, attitudes and motivation, management performance as well as preparation for a new role or promotion. It’s hard to see why you wouldn’t embed coaching at work.
3. Wellbeing and setting limits Wellbeing is another crucial element of the healthy workplace. Effective performance management systems set out what is important in the company based on the goals of the organisation and its defined values. Again enlightened leadership is key – a good manager is able to establish limits and boundaries, so for example working for a set number of hours and not sending urgent emails at 11pm on a Saturday night! Linking effort and
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