This week I conclude a discussion regarding creating and sustaining an organizational culture where people work well together and are supportive of one another. Along the way I have also been careful to point out that these brief blogs are unashamedly short – and correspondingly limited in thorough content.
Even so, there are at least three factors that must be understood and embraced by each member of a functioning enterprise in order to maximize relational harmony, consistency, and effectiveness.
Rather than recount each principle, it is simpler to refer back to the preceding series where, by selecting a link below, it is possible to read each factor in more detail than is possible to spell out in compressed fashion here.
The factors that must be in play in a healthy relational environment include at least the following:
1. Each person is known as and regards each other team members as a fellow-colleagues (click for detail)
2. Each person is known as and regards each other team members as a fellow-workers (click for detail)
3. Each person is known as and regards each other team members as a fellow-mission-partners (click for detail)
Of course, the central factor (not mentioned above) is leadership.
Human organizations require leaders who will establish and maintain a productive relational culture. Each of the three attributes and attitudes toward other team-members noted above must be instilled and continuously reinforced – by leadership. Even more importantly, these attributes must be modelled by the leader through their regard and treatment of the team members they lead.
On the one hand, this 3-part equation is reduced through this blog into the simplest of terms; yet on the other hand, actual implementation is clearly an art as well as a science. And so once again we arrive at a fundamental supposition of this series: leadership is dynamic and, at every point, it takes Courage to Lead.
Photo Credit: Arnold Exconde