Nov 02 2021| Leadership | leaders

The seven symptoms of a sick company and how effective leaders restore good health - Part 3

Part 3 in this series of 7 short articles.

by Phil Eyre Leaders' Founder

3. Presenteeism

Our cohort defined presenteeism as a lack of creativity, buy-in, discretionary effort and care. People are doing the bare minimum and often to a below-acceptable standard. Yet we find that, generally, people don’t want to get up in the morning and do a bad job during the day. Most of us prefer to enjoy our work, give our best and make a positive impact in our workplaces. What, therefore, causes an unhealthy presenteeism? We believe that this is substantially poor leadership, observed in these ways:

  • new ideas are shot down or dismissed by senior management. The reasons for this tend to be an arrogance that the manager is the sole source of good ideas or a lack of courage to try new things. Either way, the net effect is that people in the company stop bringing new ideas and energy to the table.
  • there is a loss of vision or belief in the importance of the company’s products and services. Tasks have become disconnected from anything purposeful and therefore day-to-day activity is bound to be mundane. It is the leaders’ responsibility to consistently convey vision, purpose and meaning in the workplace.
  • leaders are role modelling being self-centred rather than serving their people and customers. In the worst cases, the c-suite impose procedures and expectations on their people that they excuse themselves from. For example, we are aware of some companies that are requiring their people return to the office five days per week, apart from senior managers who are ‘trusted to work from home flexibly when they need to’. This kind of inconsistency is devastating to morale.


To read about the fourth 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.

Next Article