Nov 02 2021| Leadership | leaders

The seven symptoms of a sick company and how effective leaders restore good health - Part 6

Part 6 in this series of 7 short articles.

by Phil Eyre Leaders' Founder

6. Facilities deteriorate

Sick companies pay little regard to their facilities, the physical buildings and environment in which people work. The look and feel of the place convey the ailing state of the company. We have experienced:

  • heating turned off in winter (I sat through two days of meetings in my coat);
  • broken windows and flaking walls;
  • blood on the floor (yikes! Only a few drops, but worrying nevertheless);
  • desks from the 1970s (it was 2021);
  • out of date calendars and notices stuck to walls; and
  • a dead rat in the office (it had been there quite a few days).

According to research by BersinTM, a ‘safe and humane working environment’ is one of a number of critical factors for employee engagement. When the physical environment becomes unhealthy, that’s a potential signal to unhealthy culture (‘we don’t really care’) and/or a sick balance sheet (‘we have no money but expect you to work as if we do’).

Healthy companies invest in their physical environments. They clear up after themselves properly. They provide healthy working conditions for their people. Whilst I’m sure working from home will come with a number of technical issues - for example are employers now responsible for people’s health and safety at home? - the better leaders have recognised the need to help foster healthy remote-working conditions, providing furniture and equipment.


To read about the seventh 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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