7 Enemies of Organizational Health
“Over the years of leading I’ve observed a few things that can be the enemy of organizational health.”
I love organizational leadership. I especially love attempting to lead healthy organizations. I have been in both environments—healthy and non-healthy. I prefer healthy.If truth be told, I’ve probably been the leader in both extremes. And, there are seasons when every organization is healthier than others.
Over the years of leading I’ve observed a few things that can be the enemy of organizational health. They keep health from happening and—if not dealt with—can eventually destroy an organization—even a local church.
Here are seven enemies of organizational health:Shortcuts—There are no shortcuts to creating a healthy organization. I’ve known leaders who think they can read a book, attend a conference or say something persuasive enough so everything turns out wonderful. Organizational health is much more complicated. Success is not earned through a simple, easy-to-follow formula. It takes hard work, diligence and longevity. Leaders must be committed to the process through good times and bad.
Satisfaction—Resting on past success is a disruption to future growth, which ultimately impacts organizational health. When an organization gets too comfortable—boredom, complacency and indifference are common results. The overall vision must be attainable in short wins, but stretching enough to always have something new to achieve.
Selfishness—Organizational health requires a team environment. There’s no place for selfishness in this equation. When everyone is looking out for themselves instead of the interest of the entire organization—and this starts with the leader—the health is quickly in jeopardy.
Sinfulness—This one is added for those who feel every one of my posts must be spiritual. (Just kidding.) Seriously, healthy organizations are not perfect (and we all sin), but it doesn’t matter if it is gossip or adultery—sin ravages through the integrity of the organization. When moral corruption enters the mix, and is not addressed, the health of an organization will soon suffer. This is why it is so important a leader stays healthy spiritually, relationally and physically.
Sluggishness—Change is an important part of organizational health. In a rapidly changing world, organizations must act quickly to adapt when needed. Some things never change, such as vision and values, but the activities to reach them must be fluid enough to adjust with swiftness and efficiency.
Stubbornness—Let me be clear. There are some things to be stubborn about, again, such as vision and values. When the organization or its leaders are stubborn about having things “their way,” however, or resistant to adopt new ways of accomplishing the same vision, the health of the organization will suffer. Most people struggle to follow stubborn leadership, especially when it’s protecting self-interest rather than organizational interests.
Structure—As much as we need structure, and even though we should always be working to add better structure, bad structure can be damaging to organizational health. When people feel they are being controlled by rules, more than empowered by their individuality and passions, progress is minimized and growth stalls. People become frustrated under needless or burdensome structure.
What enemies of organizational health would you add to my list?