You're torn between team well-being and organizational goals. How do you navigate this leadership dilemma?

If your organizational goals are in conflict with your overall team well-being, your organization’s priorities are completely out of alignment. Organizations that don’t allow team members to function in a way that supports that individual’s personal well-being along with professional development probably don’t have a clear set of organizational goals to begin with. An organization with strategic thinkers who clearly articulate a mission, vision and values, will build a team where each person is valued both as an individual and for their team contributions. Team members, especially those who provide the most impact will walk away when an organization demonstrates a continued lack of care for them as individuals.

The definition of a dilemma is two seemingly opposing propositions that are both desirable. From that standpoint it's important to know that some things are not actually dilemmas. Where one proposition is positive, and the other negative, that's not a dilemma. A choice is not a dilemma either. Dilemma reconciliation is the go to strategy for a Servant-Leader (and BTW the hyphen is important) Some models propose an either / reconciliation, others a both / and reconciliation. But the best dilemma reconciliation is through/through. Enriching your position through its opposite! (And yes, I have been mentored by Fons Trompenaars in case you recognise the language )

Effective leadership balances team well-being with organizational goals. Key strategies include assessing team needs, aligning initiatives, and communicating expectations clearly. Supportive measures like flexible work arrangements and realistic goals promote well-being while meeting targets. Encouraging team involvement and fostering collaboration builds a supportive culture. Regular monitoring and adaptability are essential, as is leading by example to prioritize both well-being and goals for a productive work environment and organizational success.

Serving leadership, also known as servant leadership, is a leadership style in which the focus is on the well-being of employees and the organization. In practice, this means that leaders use their power and authority to serve others and put their needs first. This includes listening, showing empathy, and promoting the personal and professional development of employees. This approach creates a supportive and trusting working environment that increases the motivation and commitment of employees and thus promotes the success of the organization in the long term.

Servant-Leadership is a word that seems to be thrown around like confetti at the moment. We have a different take on it. You serve a cause or a purpose, and you lead people in pursuit of that purpose. It's not about putting people first at the cost of the organisation. Companies are not social clubs, at the end of the day, without profit to keep the doors open, all the happy people will be unemployed. This is about tough love...not just love. Any parent who has played the role of a horse for their kids entertainment, knows how to quickly switch roles when it's dinner time and they need to get the kids to the table. A Servant-Leader believes "your success and my success cannot be separated"

The Urgency/Importance Matrix, is a tool to help prioritise tasks by categorising them based on their urgency and importance. The matrix divides tasks into four quadrants: Quadrant 1: Urgent and Important Tasks that require immediate attention and are critical for achieving your goals. (Do these tasks immediately) Quadrant 2: Not Urgent but Important-Tasks that are essential for long-term success but do not require immediate action.(Schedule time to work on these tasks) Quadrant 3: Urgent but Not Important-Tasks that require immediate attention but are not crucial for your goals. (Delegate) Quadrant 4: Not Urgent and Not Important-Tasks that are neither urgent nor important and often serve as distractions.(Eliminate)

I think the cornerstone of resolving a dilemma is the willingness to enrich one view point with its opposite. The question being posed here assumes harmony is the goal. I love how Patrick Lencioni describes a continuum of "Artificial Harmony" on one side and on the other "All out war". There are times when things get heated for a myriad of reasons, and the skill is then having robust conversations where people can have their say in pursuit of what's best for the customer and then return back the the middle.

As a Servant Leader, you combine corporate goals and the well-being of employees by promoting a culture of trust and cooperation. Start by setting clear and achievable goals that are in line with the values and needs of employees. Promote open communication and encourage employees to share their ideas and concerns. Support their professional and personal development through training and mentoring. Show empathy and recognition for their achievements and ensure a healthy working environment. By focusing on the needs of the employees, you create a motivated and committed team that achieves the company's goals together.

do people actually risk other's well being to achieve a organisational goal? is there really a dilemma to start with if people's well being is in question? is it worth while that an organisation goals at the risk of people's well being?