If We Fail to Lead by Example…

As I shared what I’ve observed personally over the last several years for what I believe is a textbook example of using core values as a foundation for an organization, I mentioned how I’ve seen Craig and Kim work to ensure every member of their team understands exactly what each value looks like in their daily routine; providing not just the written definition but a behavioral example of how each value applies in various scenarios. While the overall revenue has grown substantially since they bought their business, a business that had already been in place for three-quarters of a century, I don’t believe that’s the most remarkable part of the equation. Watching their team grow exponentially more cohesive as they work to live out those values has been nothing short of amazing!

Through my three-plus decades in the workforce, I’ve seen numerous organizations go through changes in management, some being companies that operated globally as well as a few that were locally owned and operated. With the exception of times where the person taking the reins had an existing presence in the company, changes in leadership almost directly tied to changes in personnel at multiple other levels. Despite that being the norm, that was not what Craig and Kim experienced with their new team. Quite honestly, the only thing I can attribute that surprising level of stability to through a complete transition of ownership (not just management) is how they worked to live up to their stated values.

Before we work through steps for doing this ourselves, we need to consider the alternative we’ll inevitably have to deal with if we don’t. Think back to how exemplifying our values helps earn trust with each of our team members. More importantly, think about how the inverse is just as true! While the best performers in our organizations may not push the clutch in entirely when they see us do something that doesn’t align with our core values, like preaching the importance of doing business locally but actively forming alliances with out-of-towners, it will most definitely catch their attention. And if they see more things over time that create doubt, we can expect to lose at least a portion of their discretionary effort; top performers will always fulfill what their job requires but they may be less willing to go above and beyond. Sooner or later, though, that disconnect between our behaviors and what we hold up as our values will push those who have high standards to look for another place to call home - and I don’t think we can blame them. Remember my friend who couldn’t get a response from the executives who expected him to reply within 48 hours? It took a few years but he started a business of his own when he could no longer follow people who weren’t willing to lead by example.

With that cautionary tail in mind, the next thing we need to get to work on is what we can do to build a team around a strong set of values that we ARE willing to live by…