Nov 02 2021| Leadership | leaders

The seven symptoms of a sick company and how effective leaders restore good health - part 2

Part 2 in this series of 7 short articles.

by Phil Eyre Leaders' Founder

2. Physical illness

A sick company literally makes people sick.

Various studies demonstrate a connection between extended workplace stress and heart disease.    And stress is not always caused by an excessive volume of work. It can arise from poor behaviour, whether directly (e.g. aggression, passive aggression) or indirectly, via unhealthy company norms. 

For example, we have observed these warning signs:

  • excessive working hours considered as a badge of honour;
  • cancelling time off consistently (and being expected to do so);
  • people being expected to be at work even when unwell; ‘at work’ includes working from home when unwell, a new and growing trend now that many people are able to work remotely; and
  • high absence rates.

Many of our clients monitor sick days in their organisations. They reflect inwardly and take responsibility when sickness rates begin to rise, rather than seeking external reasons for escalating illness. As with any measure, the quality of leadership is determined by what you do with the data.


To read about the third symptom of a sick company, click here.


About The Author | Phil Eyre

Phil is Leaders’ founder. He has an enthusiastic and inspiring style, drawing on his experience in business, academia and social sectors to help any leadership team to achieve phenomenal performance. Phil has significant expertise in sophisticated psychometrics and in the application of human data for individual, team and organisational success. He has trained with and been mentored by, global leaders in this field, notably Dr Chuck Coker in the US. Phil began his career in the UK offshore finance industry in 1994, working for a wealth management company, Canaccord Genuity Wealth International. Phil was head of the company's Guernsey division, with a staff of 120 and assets under management of £4.5billion before resigning from executive responsibilities in 2008. Since launching Leaders in 2017, Phil has worked with many senior executives and boards primarily in the Channel Islands and City of London. He regularly writes for a variety of business publications and is often invited to speak at events for institutions such as the IoD and the British Army. Phil works closely with clients on focussed projects and long-term retainers to raise leadership standards. He is a popular and inspiring educator and coach who, with the insights gained from psychometrics, is able to accurately detect the strengths and weaknesses in leadership teams and boards. Phil has served on the boards of various charities, ran the Guernsey hub of a national theology college, received accreditation as a pastor in the Baptist Union of Great Britain and is accredited in various motivation and behavioural techniques.

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