Business Ego: How Employee Ego Strength Influences Business Enterprise Operations

The ego strength of an organization is the confidence and courage its employees possess to ethically explore possibility and capture potential.
The ego strength of business enterprise employees defines an organization’s capacity to compete and succeed. Organizational employees lacking healthy egos promote and perpetuate dysfunction and defensiveness. Employees with healthy egos facilitate and sustain collaboration, cooperation and rational decision-making – key contributors to an organization’s capacity to compete and remain relevant in a marketplace.

The ego strength of an organization is the confidence and courage its employees possess to ethically explore possibility and capture potential. It is the emotional connectivity all business enterprise employees sense and feel in deciding how to relate to customers and one another. Typically, the term “climate” is attached to how employee egos influence work relationships, communications and behaviors.

Unhealthy or low ego strength in business enterprise employees leads to the following climate.

  • Fear of retribution for sharing bad news with authority figures
  • Emotions superseding logic in performing business enterprise decision-making
  • Lack of performer follow-through on work commitments
  • Unresolved conflicts and performer procrastination
  • Miscommunication and distrust
  • Unsubstantiated judgmentalism constantly fueling the need for someone to be right and someone to be wrong
  • Seeking justice and placing blame replacing constant learning and improvement
  • Lack of time continually being used as an excuse for taking short cuts, lack of preparation and avoidance of taking action

Ego healthy business enterprises possess an employee climate that supports continuous change, marketplace adaptation, process improvement, and organizational growth. Its characteristics:

  • Trusting interpersonal psychological contracts based on honesty, consistency and predictability
  • Collaborative communications promoting interdependence, cooperation, shared accountability, and synergy of thought and action
  • Ethical decision-making based on adding value for the benefit of all
  • Unbiased listening and questioning constantly being used to define truth and a way forward
  • Learning based performance management communications continually serving as a catalyst for constant improvement, growth and the pursuit of excellence
  • Innovative use of existing resources being used to define and maximize potential for the common good
  • Strategy used to visualize and explore possibility, invite participation for the greater good, and embrace the risk and ambiguity of the unknown.

Ego healthy management communities promote and instill the attitudes and thoughts business enterprise employees use to perform in the moment and shape the future. Every organizational authority figure should be aware of how they create and sustain the ego strength of an organization. By doing so, they can determine what kind of climate they are creating and initiate the actions needed to assure climate is a strength and not a deterrent to achieving business expectations and sustaining marketplace relevancy.

INNOVA Group is a business consulting firm, in business since 1986, specializing in Leadership Development, Project/Process Management, and Organization Development.

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