How to build a healthy organization?

Is it difficult to make a business healthy? Of course. But the better question is "Is it worth a try?" . Whether it is from the improvement of efficiency, the reduction of brain drain rate, the improvement of work and life quality, or just from the reduction of invalid meeting time, it is definitely worth a try. Most senior managers usually spend a lot of time looking for competitive advantages in the fields of strategy, technology and marketing. Of course, it is very clever to do so. Unfortunately, the information flow shortens the duration of these advantages, so that enterprises enjoy the differentiated advantages for a shorter time than ever before. However, there is a widely overlooked advantage that is open to all companies. More importantly, this advantage is not based on information at all, so it lasts as long as before. This is corporate health. Compared with unhealthy enterprises, in healthy enterprises, there are fewer intrigues and chaos, higher morale and efficiency, and lower brain drain rate and recruitment cost. No one can refute the power of these qualities, and every top manager hopes that his organization can have these qualities. Healthy enterprises always have their own unique ways to be smarter than other enterprises. Even if their ideas lag behind their competitors for a while, their open-mindedness and high efficiency can always make them aware of their own shortcomings and take timely improvement and innovation measures. On the contrary, many featureless and disappearing enterprises have lost their competitive advantage in vain because of internal disputes, chaos and other problems that plague unhealthy enterprises. Compared with unhealthy enterprises, healthy enterprises are more resistant to common problems. For example, in the difficult period of business operation, employees of healthy enterprises can unite to support the enterprise and stay in the enterprise for longer, and finally they can re-establish the competitive advantage of the enterprise by their own efforts. Although senior managers can assign responsibilities such as strategy, technology, marketing and finance. In order for others to report directly to themselves, they can't assign the responsibility of corporate culture health to anyone else. Only the leading group of the enterprise can make the enterprise develop healthily. Like many other success factors, organizational health is simple in theory, but difficult to implement. It requires extraordinary determination, courage and perseverance, but it does not require complicated thinking and analysis. It only needs to master four principles. This is: to build a United leadership team; Establish a clear organizational concept; Clearly convey the organizational concept; Strengthen organizational concept through personnel system. Establishing and maintaining a united leadership team is the most important of these four principles, which is the basis of the other three principles, but it is also the most difficult to do, and it needs the high support of senior managers. The essence of a United leadership team is to get rid of intrigue, unnecessary anxiety and futility. Although most senior managers are aware of the existence of fighting behaviors in the leadership team, they often underestimate the seriousness of these fighting behaviors and their negative impact on enterprises and employees. Top managers often regard the disharmony between them as minor contradictions, but in fact, these contradictions are insurmountable gaps for grass-roots personnel. When grass-roots personnel try to solve these contradictions by themselves, they have to wage a bloody and protracted war without results. All this is because the senior staff of the organization often avoid solving some small problems for fear of conflict. When senior managers decide not to face their colleagues to solve a potential disagreement, their subordinates are doomed to waste time, money, feelings and energy to solve these unsolvable problems. This may lead the company's best employees to start looking for jobs in other general enterprises, and for those who stay, it creates an atmosphere of disillusionment, distrust of employees and fatigue. A united leadership team can always solve their problems and create an atmosphere of trust for themselves and employees, thus ensuring that most of the energy in the organization is spent on achieving the results that enterprises want to see. Most importantly, a united leadership team is efficient. Compared with the disunited leadership, they make decisions faster and are more deeply rooted in the hearts of the people. They spend less time thinking about whether their colleagues will support and commit themselves to a work plan. Of course, United leading bodies will also struggle: but they are fighting for problems, not for personality differences. Most importantly, after the argument, they can consider the next question without holding grudges. Their ability is amazing. Establishing a clear organizational concept Establishing a clear organizational concept is not to choose appropriate words to express the company's mission, strategy and values, but to reach an understanding of the basic concepts that drive the survival and development of enterprises. Why is this so important? Because it provides the same language and a set of basic assumptions about right and wrong for employees at all levels in the organization. It enables employees to make their own decisions and solve their own problems at any time without the supervision and guidance of managers. Fundamentally speaking, a clear organizational concept can enable enterprises to allocate tasks more effectively and give employees real self-confidence. An organization with a clear concept has a sense of unity in everything. It allocates its resources, especially human resources, according to the same ideas, values, goals and strategies, so as to obtain the synergy that all great companies must achieve. The result of this is an irresistible concept of weight and efficiency, which is acceptable even for those leaders who attach the most importance to quantitative management. When employees at all levels have a * * understanding of the company's development direction, what its success is like, who its competitors are and what it will do to succeed, they seldom waste time and energy on some disputes. The autonomy of employees in this company is amazing. They know the boundaries of their actions and when they need the guidance of their superiors before they act. Their ability to make their own decisions creates an atmosphere of decentralization and urgency. If the power to create a clear organizational concept is so great, why don't all top managers do it? This is because they attach too much importance to the value of flexibility. They want their organization to be "agile", so they don't want to make the direction of the enterprise clear or incomplete, thus giving themselves a dangerous luxury opportunity to change their plans halfway. Another problem that enterprises encounter when trying to establish a clear concept is that they can't break down enterprise goals into specific responsibilities and hand them over to management team members. Only by decomposing each goal and assigning the corresponding responsibilities to the appropriate senior managers can the responsibilities be clear. Even when a goal seems to be the responsibility of a group of managers, it is still necessary to designate a person as the person in charge of the goal. Clearly convey the concept of the organization Once the organization has established a clear concept, it must convey this concept to every employee as soon as possible. This principle is the simplest of the four principles described in this article. Sadly, it is also the worst of the four principles mentioned in this article. Why the tragedy? Because after doing so many things according to the first and second principles, it is a pity that we don't reap these results easily. In those enterprises with sufficient and effective communication, employees at all levels and departments are very aware of the organizational goals and how they can make their own contributions to success. They don't take the time to guess the real thoughts of top managers, nor do they look for hidden meanings from the information they receive. Therefore, employees will strongly feel that everyone's goals and directions are the same. Who employees will receive a lot of repetitive information, they will joke about it, and sometimes even complain. But they are also very happy because they know exactly what happened in the company and are not kept in the dark. The first step to clearly convey the organizational concept is to master the three most important methods of organizational communication experts: repeating information, using simple language and using multiple media. Interestingly, this has nothing to do with the way of introduction and eloquence. Effective communication needs to publish information repeatedly, so that information can be deeply rooted in the hearts of the people in the organization. Some experts believe that only when people hear a message repeated six times can they begin to believe and digest it. Another key to effective communication is the ability not to complicate key information. Years of education and training have made most leaders feel that they must use all their wisdom when speaking or writing. Although this idea is understandable, if it is really done, it will only make employees feel at a loss. You know, what employees need from leaders is clear and simple information about the direction of the enterprise and what they want to do. The last challenge of communication is how to use multiple media. Top managers often rely too much on one communication method to convey information to others in the organization, and some people like meetings and face-to-face communication; Others like to publish written information through e-mail and intranet. In fact, internal communication needs a variety of communication methods to produce the best results. Because employees also have their own preferences on how to receive information, if only one or two communication channels are used, some employees in the enterprise will definitely not receive some important information. Strengthening organizational concept through personnel system Even if an enterprise is committed to full communication, it is impossible to maintain a clear organizational concept only by communication. It is also necessary to use processes and systems that affect employee behavior to integrate clear organizational concepts into the blood of the organization. The key is not to bring unnecessary bureaucratic practices when doing so. An organization with an appropriate personnel system can maintain its true colors and sense of direction even in a period of change. It ensures that employees are hired, managed, rewarded and even dismissed for reasons consistent with the clear concept of the organization. The three main personnel systems that can integrate clear ideas into the organization are recruitment methods, performance management and reward system. When recruiting, health enterprises will not only assess the position of candidates, but also look for quality that conforms to corporate values from candidates. They will ask the interviewer some behavioral questions in order to find clues about whether the job seeker is suitable for working in this company. After the interview, the examiners exchanged opinions with each other, and paid special attention to colleagues' comments on whether the candidates met the basic values of the enterprise. This kind of collective discussion can help enterprises avoid some costly mistakes. Another system that can further clarify the concept of organization is the performance management system. This is the basis for the manager to assign work. It is also a tool to help employees find opportunities for their own progress and development, so that employees' work and behavior are consistent with the direction and values of the organization at any time. The best performance management system only needs to include the most important information and allows managers and their subordinates to focus on the work necessary for success. The ideal reward system includes the way that enterprises advocate employee behavior patterns. Healthy organizations should use uniform standards in salary, recognition and promotion, and eliminate some subjective factors in the reward system as much as possible. In addition to monetary rewards, enterprises have also designed some other commendation methods around organizational values. These measures not only play a good role in promoting employees to follow the correct behavior pattern, but also are a very effective way to advocate corporate values. Is it difficult to make a business healthy? Of course. But the better question is "Is it worth a try?" .