In the best interests of...

In this article, I'll explore and offer perspective and context around the question of what is in the best interest of your organisation. Essentially are the behaviours, decisions and actions of your people truly in the best interest of the organisation or themselves? Just reflect for a moment on the growth and development of your organisation. Are you where you want to be? Have there been excuses, blame or denial in relation to targets being hit, or objectives being completed?

I'll pose several questions which will challenge you, the reader, to determine what is 'in the best interests' of the organisation. In doing so I challenge you to reflect on your organisation, to look at the behaviours, actions and decisions of your people and determine where their interests lie. It's likely you may find there are a variety of situations impacting the overall health of the organisation. The point will be how you are then able to influence change and educate in order to shift interest wholeheartedly towards organisational health where the focus is always on the best interests of the organisation and not self-interest.

Question 1 - How deep does trust impact the organisation?

Trust is often cited as the foundation of interpersonal relationships within organisations. It will often be seen as a core value and have clearly defined behaviours associated with trusted relationships. Yet most organisations probably don't fully comprehend the true impact of trust.

Trust, or specifically vulnerability in trust is the foundation for creating sustainable health in any organisation. It also encourages high levels of candidness around the board table and throughout the team. To offer a benchmark in terms of what is in the best interest of the organisation. However, we need first to understand the impact of 'vulnerability in trust' and candidness.

Vulnerability in trust is a personally internalised understanding that you can be vulnerable around the table or within your team without consequence. An understanding that a boardroom/organisation is a safe place. That could mean expressing a view which might not be popular, owning mistakes with the knowledge it will offer a learning outcome and in the very simple terms means you are comfortable being vulnerable around the table.

Furthermore, an understanding and acceptance that it will be expected, indeed encourage to garner healthy candour, or mine for conflict. That everyone around the table has the confidence to offer a candid response to board discussion or debate. All with the best intentions of the organisation in mind. Essentially saying what needs to be said when it needs to be said. This isn't about having your say and feeling heard, that's more about self-interest, it's about challenging in the best interests of the organisation.

Do you see a genuine vulnerability and open candidness through your organisation?

Question 2 - What underpins your culture; family or team?

Many organisations will focus on establishing a set of values based on family values. In fact, in many instances, the organisation will seek to be an extension of the family in order to encourage appropriate behaviours around the organisation. Nothing wrong with that, in fact, you could argue that building on family values makes perfect sense. Why wouldn't it?

An organisation established on family values would seek to encourage a sense of belonging, strong friendships of loyalty, be accepting, supportive and forgiving. It also means that poor behaviour, not taking responsibility or being accountable might be accepted. Where compromise takes precedence on delivery. Where we are stuck with each other.

Organisations that have modelled a team dynamic will foster a culture of high performance. Take for example a professional sports team you support, every year the team members will have to demonstrate their worth to the team to keep their position. In these organisations, you will find a high density of talent, high performance and a culture of support.

So when we look at the culture of your organisation what is in the best interests?

Question 3 - Risk-aware or risk-averse?

What level of risk are you comfortable with? What is your risk profile? Whether you are a leader, manager or owner there will be a level of risk associated with your position, that is either granted or by virtue of. An owner will own all the risk, and a leader or manager will be granted levels of risk. There are two challenges here in terms of that risk, comfort and or uncomfortable. In turn, these can result in effective delegation or abdication.

Where there is a strong sense of risk awareness there will almost certainly be a greater acceptance of it. Being comfortable. There will be a strong focus on the best interests of the organisation. Commitment to risk will be well thought through, and look at potential ramifications. Most importantly be supported in the knowledge that the decision and action were made with the best interest of the organisation in mind. A great foundation for effective and motivational delegation.

Conversely where there is a risk-averse profile. Being less comfortable with risk will result in self-interest. In these cases, it is often likely that responsibility, accountability and ownership will be abdicated, or shifted to others. Abdicating risk, and placing the onus on others is indicative of low integrity and serves only in self-preservation and interest.

So how is risk handled and accepted around the board table and with leaders and managers?

Question 4 - How do you turn up every day?

Is it the best version of you who turns up at work or do you save that for the weekends? I'm sure you'll agree and relate to the various personas we each of us have. The question here relates to the level of authenticity and engagement with your role day to day. Is it that your work persona focuses on what you have to do, what you have to achieve, and what you are responsible for? After all, that's what you are paid for, right? In which case you almost certainly focus on your best interests.

Or, do you strive each and every day to turn up the very best version of yourself? In which case you'll be prepared to go that bit further, to assist and support your team and to be accountable for your actions and responsibilities. Striving to turn up the very best version of you will result in the best interests of the organisation and team.

An interesting addition to this and intrinsic in developing high performing teams is an understanding and commitment to...

I turn each and every day the best version of me for you, because I know your turning up every day the very best version of you for me.

Building a team who are truly focused on the best interests of the company, whilst seemly challenging will have a long term and profound impact on the organisation. To get started answering these questions, take a good look in the mirror and then get into action.

Steve Gaskell the 'Challenge Coach' is a High-Performance Business Coach who unlocks the high-performance potential in those he coaches. The author of?'Business Shouldn't be this Tough'?is also a keynote speaker with a focus on high-performance outcomes through coaching and also creating extreme ownership within the boardroom. A former Army Officer Steve understands the challenge and interFEARence faced by business owners, directors and executives in leadership and confronts them head-on to focus on unleashing true potential.

If you would like to unlock the potential within your board, leadership, team or yourself. For more information on the topic of this newsletter, you can message Steve via his profile, call on 01392 927997 or email?[email protected].?Look forward to hearing from you.