Foundations of Healthy Organisation: Navigating the Two Pillars for Organizational Excellence.

In essence, the beauty of organizational success lies not just in its outward achievements, but in the authenticity of its internal workings. It's a testament to the harmonious interplay of management and leadership—a delicate dance that underscores the value of purpose-driven decision-making and the cultivation of a healthy, nurturing environment.

In the journey to reinforce an organization, we often find ourselves navigating through shifting moods and adapting to periods of change. While financial stability may provide a semblance of security, it's vital to recognize the unpredictable currents that can unsettle even the most seemingly robust structures. Much like attempting to build a stable house upon shifting sands, the strength of an organization lies in the solidity of its foundation. Similarly in an aspect of healthy lifestyle, without deliberate planning and development, can we truly expect to cultivate healthy habits in life? The analogy holds true for organizational health—success centers not just on profitability, but on the reliable cultivation of strong systems and leadership practices.

Within the framework of organizational development, three foundational dimensions—infrastructure, construct, and award—emerge as critical touchstones. Infrastructure serves as the bedrock, requiring careful alignment of all components and a steadfast commitment to purpose-driven decision-making. It's here that the true value of management is underscored—not as a bureaucratic necessity, but as the hub that ensures coherence and direction. The construct is the quality of the operational content and how it is utilized within the schedule. Both eventually lead to the naturally created outcome – an Award, most wanted dimension by all, and which will be a mirror of the value and consistency in day-to-day overall healthy habits in leadership performance.

Infrastructure acts as the anchor, laying the establishment for solid ground within organizations. When coupled with effective leadership qualities, it fosters sustainability in existing processes while nurturing an environment conducive to creativity and innovation. This, in turn, naturally cultivates psychological safety—a cornerstone of healthy organizational dynamics.

Moving from infrastructure to construct, the focus shifts to implementation and practice. Are the pathways clear, or do organizational processes meander aimlessly? Are there tangible repercussions for adherence to protocol, and conversely, for deviance? The construct stage demands not just the establishment of guidelines, but their active enforcement—a testament to the organization's commitment to fostering a healthy internal ecosystem.

Finally, the award stage signals the culmination of sustained effort—a testament to the organization's resilience and the honest stewardship of its leadership. Yet, true sustainability transcends mere profitability; it lies in the holistic well-being of every individual within the organizational fold. Surveys and feedback mechanisms serve as barometers of employee satisfaction, offering too often unreal insights into the efficacy of management practices and the lived experiences of staff members. Therefore, they should not be used as the only one, reliable to tool to measure leadership efficiency. The Award is a collective and complex mechanism of precision within collaboration and engagement. 

Why System and Leader concept?

The set of processes are carefully selected to ensure the strategic flow for the imperative formation. While System represents management developments, which falls into the organizational obligation, Leader is a key driver for the internal legislations to be successful. Within that combination there is an inseparable alignment between the strategic level of leaders and tactical ones. It is important to acknowledge that leaders remain engaged and motivated when there is rightly designed attention towards their expectations. Of course, the matter of expectations works in both ways, but then we fall into a trap of the famous question:

Hen or egg, what is first?

The system plays a crucial role in organizational compliance, as decisions made by executive members directly influence the response from the internal ecosystem. When procedures are in place but there is a lack of compliance within organizational citizenship behavior, it can lead to authoritarian management practices and often result in hyper micromanagement components. In such instances, despite having established procedures, the failure to adhere to them undermines the effectiveness of the system, creating a culture of control and unbearable autonomy within the organization.

The system significantly influences leadership practices within an organization. While leadership expectations typically focus on the high-quality outcomes’ leaders must deliver, there is often less emphasis on the attitudes and guidelines governing team management. It's crucial for companies to articulate their internal corporate values to guide leaders, especially newcomers, in their actions. While the system provides a framework, it's the leader's responsibility to apply these values effectively to serve both employees and the organization, ensuring sustainability and guiding development initiatives.

In time of performance measurement, criteria for leadership engagement are essential for efficient results, and well-defined framework within the organizational structure is the foundation for the reference – point of connection and mitigating the risk of creating chaos akin to a 'wild forest' over the long term. While survival is possible in such an environment, the challenges may prove endless.…