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Organisational Health

Build the competitive advantage that trumps everything else in business.

Our work is based on The Advantage – We work relentlessly with leaders and teams to create a sustainable advantage that separates them from competition.

We focus on building cohesive leadership teams truly aligned to their shared goals. These teams are focused on collective outcomes and operate in environments with minimal politics, destructive culture and other traits that contribute to organisational dysfunction. They have the chance to outperform completion because they have the ultimate competitive advantage. It does not stop with the leadership team; other sub-teams can be included to create a truly high performing organisation. This result takes hard work but that is why we are there to support and challenge the teams to get the results.

Looking to build cohesive teams? Talk to us

Working with The Table Group, our Organisational Health practice works with teams to achieve the four disciplines of a healthy, high performing organisation:

Build cohesive teams.
Create Organisational Clarity
Cascade Organisational Clarity
Reinforce Organisational Clarity

The Concept

The Advantage provides readers with a groundbreaking, approachable model for achieving organizational health. Organisations health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization and putting in place just enough structure to reinforce that clarity going forward.

This should also be added to the page, it explains the model (the quadrant). Not all should be copied, only the part I have pasted below.

Looking to improve your Organisational health? Talk to us

Discipline 1: Build a Cohesive Leadership Team

The leadership team is small enough (three to ten people) to be effective.

Members of the team trust one another and can be genuinely vulnerable with each other.

Team members regularly engage in productive, unfiltered conflict around important issues.

The team leaves meetings with clear-cut, active, and specific agreements around decisions.

Team members hold one another accountable to commitments and behaviors.

Members of the leadership team are focused on team number one. They put the collective priorities and needs of the larger organisation ahead of their own departments.

Discipline 2: Create Clarity

Members of the leadership team know, agree on, and are passionate about the reason that the organisation exists.

The leadership team has clarified and embraced a small, specific set of behavioral values.

Leaders are clear and aligned around a strategy that helps them define success and differentiate from competitors.

The leadership team has a clear, current goal around which they rally. They feel a collective sense of ownership for that goal.

Members of the leadership team understand one another’s roles and responsibilities. They are comfortable asking questions about one another’s work.

The elements of the organisation’s clarity are concisely summarised and regularly referenced and reviewed by the leadership team.

Discipline 3: Overcommunicate Clarity

The leadership team has clearly communicated the six aspects of clarity to all employees.

Team members regularly remind the people in their departments about those aspects of clarity.

They leave meetings with clear and specific agreements about what to communicate to their employees, and they cascade those messages quickly after meetings.

Employees are able to accurately articulate the organization’s reason for existence, values, strategic anchors, and goals.

Discipline 4: Reinforce Clarity

The organisation has a simple way to ensure that new hires are carefully selected based on the company’s values.
New people are brought into the organisation by thoroughly teaching them about the six elements of clarity.
Managers throughout the organisation have a simple, consistent, and nonbureaucratic system for setting goals and reviewing progress with employees. That system is customised around the elements of clarity.

Employees who don’t fit the values are managed out of the organisation. Poor performers who do fit the values are given the coaching and assistance they need to succeed.

Compensation and reward systems are built around the values and goals of the organisation.

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