Organizational Health

Ever hear these or similar questions in the corridors of your organization: Why can’t people do what they say they’ll do? How come we talk and talk about the same old issues and never change anything? When is somebody going to start walking the talk around here? Actually, such questions are indicators of Organizational Health—the more they’re asked, the less healthy the organization. Is there any wonder why people in organizations develop a heightened awareness of inconsistencies, contradictions, and hypocrisy? Organizations that do not pay attention to their own health can expect to pay a huge price for their inattention: unmet expecta­tions and undelivered results throughout the organization.

Creating A Culture Of Accountability is the key to sustaining strong organizational health. Only when organizations get serious about Creating A Culture Of Accountability can they permanently move from “talking about inconsistencies, contradictions, and hypocrisy” to “doing something about them.” People who work in a Culture Of Accountability feel a strong sense of organizational healthiness. It is the collective version of individual health where “I am able and willing to do what I say I will do” becomes “We are able and willing to do what we say we will do.” When people do everything in their power to do what they say they will do, rather than talk and complain, work becomes predictable and commitments become reality. How do you develop Organizational Health? You develop it by:

No organization can expect true account­ability or sustainable health without these values and their associated actions.

To learn more about how to develop Organizational Health, join the Accountability Community at www.partnersinleadership.com, where you can review actual client case studies.

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