The Seven Pillars of Transparent Leadership

Transparent Leader

The need for transparency in society is at an all-time high. Trust and transparency are crucial elements to every leader. People have grown tired of dishonesty and want to exist in a work environment that allows one to have greater transparency of words and deeds.

This is accomplished by eliminating the unknowns that continue to crawl into our minds with each relationship we are part of.

Truth Will Set You Free

Today’s employees want to be a part of a workplace culture that delivers the truth every single time.  They desire leaders that are proactive in sharing enough information and feedback with their teams.

In other words, they just want trust and transparency so they can be well-informed in their relationships.

People want to know that their leaders have experienced the same challenges and/or how they have overcome personal hardships. People feel closer to their leader when there is openness and clarity with expectations-trust in the day-to-day relationships whether it’s an employee or a customer.

Here are seven powerful things that happen when a leader can be transparent:

1) Being overwhelmingly honest

As a leader who wants to be more transparent, you have to deliver full disclosure of information to your team. It doesn’t help anyone if you are only sharing partial information needed to help our team be more successful.

You have to ask yourself these questions:

  • “Am I setting my team up for success?”
  • “Am I sharing important information to help them succeed?”
  • “Do they have all the pieces to the puzzle to make it a success?”

By taking the time to share all the information needed to make your people successful, they will trust and see transparency throughout the organization. When you share all the information needed, you are preparing the soil for growth and an environment of trust.

2) Delivering bad news well

Delivering bad news must be handled with care but important to share with everyone to build more of the trust and transparency in your organization. Occasionally, there are moments of bad news in every company’s journey to success. Those moments are the most crucial moments to be forthright and honest with your team.

We all heard that phrase that honesty is the best policy. It does apply in delivering bad news as well.

People would not perceive you to be less of a leader if the bad news is a reflection of your leadership and organization direction. Be humble and you will begin to understand that all leaders sometimes have set backs and it’s important to be honest about them. People understand leaders are human and at times need to make adjustments to their leadership approach.

4) Properly handling mistakes

The way leaders handle mistakes can be more important than getting things right the first time. Sometimes leaders think that admitting mistakes would come across as incompetence on their part. Admitting mistakes sends message of courage, accountability and humility.

Mistakes are part of an opportunity to be visible and human as you demonstrate commitment to honesty to your organization.

4) Keeping Promises

When leaders do what they say they will do, they place high value on transparency and trust. They do their part in honoring commitments to their relationships. More importantly, their promises are not hollow and they deliver the goods promised to their team.

In the age of communication, it’s given that many people are going to talk and share a perspective.

The real question is whether that “talk” is the going to be demonstrated by the “walk.”

5) Keeping your composure

Communicating effectively requires composure and grace. Challenges, stress and obstacles are part of every organization. How leaders conduct themselves during the good times and the bad times can be a reflection of their character, competence and eventually their credibility.

Followers expect their leaders to be composed and professional as they are always watching. They are watching for trust even when emotions get high.

6) Letting your guard down

Leaders must remember that if you want to be authentic and sincere, you have to let your guard down to welcome more opportunities for growth. Creating meaningful connections by revealing personal information to your team will always adds value to the context of culture and leadership transparency.

Doing so, requires maturity, self-awareness, and a heighten sense of how people might perceive, dissect and disseminate the information you had to share. Leaders must find those moments of authentic connections to engage with their people as they allow others to know them.

7) Showing others you care

To lead effectively and have a positive influence, your followers must have solid answer to the following question: “Does he care about me?” Leaders must think and work toward ensuring the answer is yes they do care. This is done by the commitment to developing your followers on a daily basis-recognizing them, seeking to know their aspirations and dreams.


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Tal Shnall
Tal Shnall Coach/Trainer Development Renaissance Hotel Dallas Richardson
He specializes in Service and Leadership Development
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Hey Leaders: People Are People

Empathy and Compassion

It’s important to see that people are people. Sounds like an easy concept, doesn’t it?

But it’s not!

On Leadership And Empathy

Viewing people as people means that we understand that others have feelings, we care for them, and we understand that they have needs. When you feel great about your relationships, you intuitively know these things, don’t you?

Your wife has feelings, you love her with all your heart, and you do what you can to meet her needs. You take out the trash like you’re supposed to, you buy flowers for her birthday… you pour yourself into her. It’s pretty obvious that you truly do see her as a special person.

So the other day on your way to work, how did you look at the guy who cut you off in traffic? Chances are pretty good that he may have been on the receiving end of your horn, a selective finger or two, and a few choice four-letter words.

Did you see him as a person? I doubt it.

I bet that you saw him:

  • As an obstacle to what you had to do for the day
  • As a jerk
  • As an idiot
  • As as a danger
  • As anything but a person who has feelings, issues, troubles, and needs, didn’t you?

It’s ok to admit it… it happens to me too.

The reality is that we see the people closest to us as the special people that they are.  But the people that we don’t necessarily have a tie to can become just a “thing” in our minds. Other people tend to become a tool that we measure whether they are helping us achieving our goals, preventing us from achieving our goals, or just noise in the background.

However, these “things” are special people with their own set of issues, feelings, and agendas.

What Are Their Intentions?

What if you knew that man who cut you off was rushing to see his wife in the hospital because she was in a serious accident? Would that change your mind about him cutting you off? Maybe you would have even let him go? You see, we all have our own agendas near and dear to our hearts, but we tend to forget that other people do too.

We will often view people based on how they fit our agenda – if they fit, then we care for them; if they don’t, they’re just getting in our way.

We are all guilty of judging people by their actions and not by their intentions. Those actions can hurt us or let us down. However, we tend to judge ourselves based on our intentions. How many times have you said, “I didn’t mean to do that. What I was trying to do was…”?

If we truly want to be judged by our intentions, we have to start judging others by theirs.

 No One is “Below” You

We are also guilty of fitting people into some sort of an importance hierarchy. Depending on where we see ourselves, our hierarchy may look something like this:

Level 7: The President
Level 6: Me
Level 5: Executives
Level 4: Clerks and assistants
Level 3: Those pesky teenagers in the neighborhood
Level 2: Labor workers
Level 1: The homeless

It seems somewhat absurd when it’s written out that way, doesn’t it? But I know that I’m not the only one that has looked at people with this in my heart. This is exactly what happens when we look at people as “things” in our lives or pieces that fit our agendas.

No one is below you! And, for that matter, no one is above you!

Every single person on that list is a person. There is not a single one on that list that deserves to be placed in the box that we’ve put them in.

It’s About What’s in Your Heart

What is in your heart is what determines how you will see the people around you. If you truly love people, you will naturally see them on a level playing field with yourself, no matter where they may fall in someone else’s pecking order.

  • Their job doesn’t matter
  • Their income doesn’t matter
  • Their looks don’t matter

But what does matter is that they are people. They are just as special as you are, with their own talents and treasures to offer the world. Having the compassion to see people as they really are can make the difference between being a leader of people and just being productive with your own to-do list.


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Rich Bishop
Rich Bishop is President of Bishop Coaching & Consulting Group
He takes a hands-on approach to your Development through Coaching & Training
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Four Warning Signs You’re Suffering from “Truth Decay”

Truth Decay

Hey Leader, can you identify the truth when you see or hear it? Can you tell when someone is lying to you? Do you think that telling “little white lies” are okay to do if you do it for good reasons?

And do you believe that the truth can set you free?

Truth Decay

Winston Churchill once pointed out that people occasionally stumble over the truth, but most pick themselves up and hurry off as if nothing happened.

The great American author and humorist, Mark Twain, opined that many people must regard truth as their most valuable possession since they were very economical in its use.

His advice was simply was this: “Always do right.”

Truth decay is the gradual erosion of honesty and integrity in a relationship. And if not diagnosed and treated promptly, can result in a complete loss of trust.

4 Warning Signs of Truth Decay

Here are four warning signs of truth decay and suggestions for prevention and treatment.

1. Withholding Information

WARNING SIGNS: This causes suspicion in the leader, a lack of empowerment in the followers, and wasted time and energy as people try to manage the business without all the right information at their disposal. People without information are incapable of acting responsibly. People with information are compelled to act responsibly.

PREVENTION & TREATMENT: Share information about yourself and the organization openly and in the appropriate formats and forums, and set the expectations of how the information should be used.

Trust your folks to do the right thing.

2. Not “Walking the Talk”

WARNING SIGNS: When leaders say one thing yet do another, followers quickly learn that the leader can’t be trusted. Leaders can not underestimate the power of leading by example.

PREVENTION & TREATMENTGet clear on what values are most important to you as a leader, communicate those to your team, and give them permission to hold you accountable to living those out.

3. Dropping Balls

WARNING SIGNS: Not following through on commitments is a leading contributor to truth decay.

PREVENTION & TREATMENTMake sure you under-promise and over-deliver. Don’t commit to do something unless you know you can follow-through. It can be tempting for leaders to think they have to say “yes” to everything, but if you don’t follow through on your commitments, then people begin to doubt that you are a person of your word.

As the Scripture advises us “Simply let your ‘Yes’ be ‘Yes,’ and your ‘No,’ ‘No’; anything beyond this comes from the evil one.” Mathew 5:37 (NIV)

4. Gossiping

WARNING SIGNS: When you engage in gossip or talk disparagingly about a colleague behind their back, you demonstrate a lack of care and respect for others. Your followers observe this behavior and begin to wonder to themselves “If my leader treats others this way, is he/she doing the same to me when I’m not around?”

PREVENTION & TREATMENTRemember, one of your most precious assets as a leader and colleague is your reputation and good name.

Creating a Culture of Candor

Leadership guru Warren Bennis has noted this:

“So much lip service is paid to the issue of business ethics; but how do you in fact build an organization distinguished by tangible integrity, moral vision, and transparency? The key is a commitment on the part of the corporate leader to establish a culture of candor in which followers feel free to speak the truth to power, and leaders are bold enough to hear such truth and act on it.”

As leaders we are responsible for setting the example of ethical behavior for our team, and if we pay attention to the warning signs of truth decay and take actions to prevent its spread, we will build a culture of high trust, engagement, and productivity.


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Randy Conley
Randy Conley is the Trust Practice Leader for The Ken Blanchard Companies
He helps leaders and organizations build trust in the workplace
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On Love and Leadership

Leading in Love

“Love is a many splendored thing.”  “All you need is love.”  “Love me tender.”  “Love to love you baby.”  “Thou shalt love thy neighbor.”

Hmm.  I didn’t see anything about loving your employees.  I’m not saying you have to “love” them.  I’m talking about a simple relationship.  Think of it as love, without the . . . “love.”

Understanding Love

When we’re IN love, we’re in a whole ‘nother mindset.  Leadership is a different mindset also.  Lets take a look at some of the basics.

Love shows kindness . . . and kindness makes you someone who’s likeable.  People see that you’re someone they want to be around.  Someone that will be good to them . . . and in turn good for them.

Here is something the Bible says about love:

1 Corinthians 13:4-7 New Living Translation (NLT)

Love is patient and kind. Love is not jealous or boastful or proud or rude. It does not demand its own way. It is not irritable, and it keeps no record of being wronged. It does not rejoice about injustice but rejoices whenever the truth wins out. Love never gives up, never loses faith, is always hopeful, and endures through every circumstance.

On Leadership and Love

As a leader, you need to be there for your employees.  You don’t have to win the “most popular” award every year, but you do need to be liked enough that they’ll be with you and follow you.  They can help you as much as you can help them.

In love, you lose your selfishness.  You become devoted to another.  We’re all selfish in one way or another, but we can get over that.

We’re always trying to get ahead.  Doing so in the wrong ways is being selfish.  Taking the credit for something that belongs to an employee(s) is selfish.  Don’t do it.  If the credit belongs to someone else, give it.  If it can be honestly shared then great.  Want what’s truly best for your staff.

Love is full of thoughtfulness.  It comes with the territory.

When you fall in love, thoughtfulness comes quite easily, right.  Buying flowers, opening doors, doing the dishes or laundry.  It’s a wonderful time.  Then over time it often starts to slow.  Just like in leadership.

Changing to Improve

When we become leaders or get promoted, we try hard from the outset – open-door policies, awards, being an open part of the team.  Then as time goes on, the door closes, the awards get put on the back burner, and you become “the boss.” But just like in love, we have to keep trying, changing, and improving our leadership skills.

When in love, we think the best of our love interest and show appreciation.

This person means the world to us and she/he is the best thing to ever come our way.  We buy flowers, we hold hands, we smile (a lot), we show the world how we feel.

Building Trust

In business we must think of our staff as the best in the business – or at least in the organization.  There’s another word you can use to describe this . . . TRUST.  If we don’t believe in and trust our employees then that’s what they’ll give us right back. It becomes a vicious circle that keeps growing until there’s absolutely no positive relationship at all.

How long do you think a love relationship would last like that?  Even the slightest bit of appreciation is better than none at all.

Love can harbor no jealousy.

If your love has a better job, so what.  If she/he has a bigger network or gets more awards, so what.

Leading With Humility

There’s no one leader in this world who knows everything.  Don’t pretend you do.  You can’t keep yourself surrounded by a bunch of “yes men.” A good leader will have people who have knowledge at ALL levels (even more than you) and have varying ideas.  You can sometimes learn as much from some of your employees as they can from you.

With love comes intimacy.  (And you know what I’m talking about.  Don’t go running to HR!)

In leadership, intimacy just means knowing your people.  Think of Tom Peters’ Managing by Wandering Around (MBWA).  Get out and see your folks.  Talk to them.  Find out about their families, their interests, their hopes for the future.

Find out what they need to do the best job that they can.

Being Faithful

Love generates faithfulness.  Love is a choice, not just a feeling.  It’s not a reaction, it’s an initiated action.

We choose to love someone because we feel a need and a want to be with that person.

Like love, leadership is a choice.  Leadership is not for everyone.  It takes a certain type of person to be really successful.  If you don’t want to do the job to the best of your ability . . . step away.

Effective Communication

And maybe most importantly, love needs communication.  Love needs open communication.  No beating around the bush.  No, “you should know what I’m thinking.”  Pure open communication . . . with discussion.

Leadership is no different.  We have to communicate clearly and concisely with our employees.  You can’t hold someone accountable for their work if they don’t know what they’re supposed to do.  People WANT to do their best.  They can’t do that without all the puzzle pieces.

And remember that even if you don’t have something to share, they still need to know that.  When people feel they’re lacking communication, they start filling in the gaps themselves.

A Work in Progress

People will commonly say, If you loved me ________ would come naturally.”  That’s so untrue.  Like I discussed earlier, we have to keep trying new things, modifying, and advancing.  Our leadership skills are no different.

They’re both a continuous work in progress!

How is your relationship with your staff?  What can you work on, short-term, to make things better?  What can you work on, long-term, to make things better?


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Andy Uskavitch
Andy Uskavitch is Leadership Development at Florida Blood Services
He develops and facilitates Leadership, Motivation & Teambuilding Seminars
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Leadership Transparency: When the Unexpected Happens

Hiding Under Desk

It is human nature to create our own reason to a problem when something unexpected happens and when we don’t know the true answer.  It is a survival instinct to explain the unexplained and to provide purpose to the unknown.

And when leaders don’t realize this human tendency, it can really damage morale and productivity in the workplace.

Understanding Leadership Roles

A few months ago I had a conversation on leadership capabilities with a General Manager that I have known for most of his career.  We discussed the different challenges for leaders depending on what type of organization they head.  I wanted to get his perspective on the differences he observed in leading his current organization versus leading the mainstream business.

When I mentioned a colleague’s recent move to lead a “turnaround” organization because the previous leader failed, he questioned my premise.

He defended the other leader and the organization.

  • He was adamant that the previous manager was a great leader
  • He insisted that the change was not a result of  any mistakes
  • He also argued that the organization was not in trouble

Getting to the Truth

But my colleague was uninformed and incorrect. He was just plain wrong. And I thought that he needed to know the truth. So having insight into the organization in question and having a long time relationship with this GM, I spent some time with my colleague and gave him the truth.

I was up front and told him that many people simply didn’t know the truth about the situation. And without enough communication on the subject matter, the reason for the leadership changes would probably not be clear to those who worked for the replaced leader. My friend who worked there simply believed something different than what actually took place because he didn’t have the facts.

So in communication the truth, my honesty provided a new perspective to this leader and he thanked me for giving him a new lens on being transparent.

When something unexpected happens and leaders don’t communicate enough, followers will make up their own story which may not paint the right picture.  The leader may think they have provided what’s needed but a high level statement will not be sufficient if it does not contain enough “why.

A Little Closer to Home

I serve on the Board of Directors of my Home Owners Association.  I could write a new reality show on the drama that exists in a community that appears from the outside to be a beautiful paradise.

I have learned that this is not uncommon in large communities.  Who knew?

Due to different circumstances during my tenure, we have had a lot of turnover on the Board and with the Association Manager.  In most circumstances, the board was not able to disclose the reason for the departures without legal risk.

I recently got to know one of my neighbors with a great network within the community.  She told me the various rumors that were circulating on the different departures.  I could not believe my ears.  The stories were so far from the truth, it floored me.

I asked her “how do people make this stuff up?”

When information is lacking, people will create their own version of what they believe to be the truth.  The more distrust in the leader, the more harmful the story.

Impacting Morale and Results

I recently had lunch with a colleague who works for a small company in the Midwest.  She shared an unfortunate example of lack of transparency and the impact.

The CEO of her company unexpectedly announced her departure.

The CEO’s statement followed by a scarce press release from PR created a whirlwind of water cooler talk filled with employees speculating if they should bail ship.  Stories being conjured up included lack of faith in the company, indiscretions, political aspirations, health issues and so on.

It has negatively impacted morale and productivity in a time where the company can’t afford to pause.

My colleague’s concern was that the true reason may never be known which could unintentionally shake the foundation of bench leaders or cause the company to go under.

A Better Way To Lead: Use Wisdom and Truth

Here are a few questions that can point to a better way to handle things:

  • Leaders need to consider when something unexpected happens, how much can and needs to be disclosed?
  • What do employees need in order to have trust?
  • How can a leader turn concern into contentment and acceptance?
  • If legal risks or confidentiality prevent details from being disclosed, what CAN be communicated?

Shortly after one of our Association Managers left unexpectedly and an angry crowd showed up at the board meeting demanding to bring her back, we disclosed that due to risk of litigation, we couldn’t provide details.

Amazingly the noise stopped!

We didn’t have to disclose the details, we just had to provide the “why”.

Have you experienced a leader being transparent in a rough situation that resulted in unexpected success?  What examples do you have of leaders not being transparent and the consequences?


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Cheryl Dilley
Cheryl Dilley 
is a Program Director at Intel Corporation
She is a transformation leader, coach, and program strategist
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Leading Expectations: “Was it Something I Said?”


I was listening to a woman tell us how she returned home to find her kitchen a mess and her husband with his right hand in a bowl covered with  brownie mix up to his elbow.

She said in an agitated tone, “Just what are you doing?

He sheepishly replied “I was trying to surprise you for your birthday by making brownies.”

OK,” she says calming down, “but that doesn’t explain why your hand is covered in batter.”

Her logical husband answered defensively “Well it was all going fine, until I got to the part in the directions that said ‘Beat 50 strokes by hand.’”

Setting Clear Expectations

As managers we know that one of the most important aspects of our job is to set clear expectations for our employees. Seems simple enough, but how often does this go wrong? As a former HR Manager, I dealt with many managers who were ready to fire someone for doing something wrong.

My first question was “Did you make the expectations clear?” Often the desire to fire ended there.

Likewise, I ask myself that question when getting ready to assume that someone “just doesn’t get it.”  In today’s workplace that simple skill is even more important.

Going Global: Table the Discussion

I’m leading a discussion with a cross-functional global team and it’s a pretty heated discussion about why a part failed. It is a critical, complex discussion so we have flown the team members into headquarters. A manager from Ireland brings up an issue that is indirectly related to the topic.

Being a skilled facilitator I say “Let’s table that discussion.”

The rest of the team gets back to the main topic but this Irish man interjects with his issue. Another manager from England joins his conversation. I keep bringing it back to the main topic, but the Irish and English managers keep returning to the tangential topic.

Very quickly, the team is getting frustrated.

I stop the discussion and say to the Irish manager “I thought we agreed to table that discussion.”

He answers “Me, too.”

I add “Then why do you keep bringing it up?

He responds “Because you told me to table the discussion.”

A bit confused (but with a light starting to go off in my ‘jumping to conclusions’ brain), I ask “What does ‘table it’ mean to you?”

He explains that it means to immediately bring the topic up for discussion.

The laughter in the room starts and I apologize and explain that in the United States to “table a discussion” means to set the topic aside for a later discussion.  Now we are all laughing and sharing our global experiences of trying to communicate with one another.

This can be fun, but it also can go bad quickly!

Morale of this story:

  • Define the meanings of the terms you use
  • Avoid idioms, jargon, and colloquialisms
  • Be very careful of your own assumptions

In a Rush? Text It

Having been a Labor Relations Manger, I got very skilled at scrutinizing emails before I sent them. I approached my email editing with this thought in my head:

“Is there any possible way that what I have written could be misconstrued?”

This discipline stayed with me as a habit and worked most times…. Except when I was in a rush.

Haste Makes Waste

A colleague and I had little time for lunch due to a rush project. I offer to pick something up while I am out running an errand. We decide on this great place but since it has such large portions we agree to get one to-go order and split it.

It’s now two hours since we planned this lunch and I’m in line to order. I decide I could eat more than half an order so I text my co-worker this:

“I’m hungry. You’re getting your own.”

He quickly responds “OK, leaving now to get chili.”

I quickly call him to apologize and explain my intent of placing two orders.

 Morale of the story:

  • A hurried e-mail or text can waste more time than it takes to recheck it for misinterpretation before sending
  • Always be clear of your intent
  • Don’t assume that because you’ve worked with someone for a long time that they will read your mind
  • The first time you read emotion in a text or email, pick up the phone to ensure your assumed tone of voice is correct. Before you call clear your mind of assumptions. When you do call use a calm, friendly voice.

To Err is Human

Of course it’s even funnier when we are not the ones making the error.

I’ll end with this story from Snoops Cake Talk.  A mortician found a card on flowers that were sent in honor of the deceased. Apparently the person placing the order asked the florist to “write ‘Rest in Peace’ on both sides. And if you can fit it in, ‘We’ll see you in eternity.’”

The card on the flowers said exactly that:

“Rest in Peace on both sides. And if you can fit it in, we’ll see you in eternity.”

I’ve Shared Mine, Now Share Yours

What are some examples you can share from your world of work? Please share the lesson learned as well! I would love to hear your thoughts!


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Carlann Fergusson

Carlann Fergusson is owner at Propel Forward LLC
She provides seminars and consulting on Strategic Leadership Challenges
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Values: The Lifeblood of an Organization

Organizational Health

Many companies are quick to point out their values when a customer or prospect walks in the door. They are proud of what they stand for.

Then there are many other companies who don’t have any formal values posted anywhere.

Values Drive Business

I have known many people who think that mission statements, vision statements, and values are a waste of time and keep an organization from being “productive.” But if you look at some of the most successful companies in the world, these are a key reminder to keep employees focused on what’s important.

The values that are being lived out that determine the health or the corporate culture.

“Integrity” is a word that is usually the first word out of someone’s mouth when they talk about values.

It sounds nice, doesn’t it?

“Our company values integrity.”

Not only is integrity a great value to have, but it’s the key to whether or not the corporate values are worth the paper that they’re printed on.

Your Corporate Culture

It has been said that a person’s true leadership ability shines in a time of crisis. This is also true for organizations. The true corporate culture will show when times get tough, regardless of what is written somewhere in a mission, vision, or values statement.

Here are a few critical steps to ensuring your organization embodies the values it stands for:

Build buy-in from the current employees

If your employees don’t buy-in to the organization’s values, they’re worthless. Like any vision that is cast, buy-in is vital to its success. Include as many employees as possible in setting the values.

Hold round-table discussions or run a contest to incentivize them to participate in the process. The key is to have as many people as possible feel ownership in the decision – it is the best form of buy-in.

Don’t stop talking about them

Values can’t just be written once and thrown in a drawer. In order for them to be in the front of everyone’s mind, they have to be discussed constantly.

  • Mention them individually whenever the entire company is addressed.
  • Put them in your email signature.
  • Print a poster on the wall or hang them in the offices and cubes.
  • Whatever you have to do, get them in front of people.

Align your business practices around them

The key to integrity is doing what you said you were going to do, right? If you want to represent a value, you have to live up to it. This means doing what you say you’re going to do even if it’s difficult.

Many companies include the company’s values as a part of the annual employee evaluation process. For example, if you value your employee’s growth, then you have to support them. You have to move them on to new challenges when they’re ready.

Don’t keep them at a job just because they do it very well. If you value customer service, make sure the customer is the focus of everyone in the organization.

Don’t be afraid to let people go

Companies often show that they honor performance over values. If a person is going against the corporate values, you have to be willing to part ways – even if they’re a strong performer. When a person can repeatedly fall short the company’s values, everyone around them knows it.

It sends a very strong message if that person is kept or if they are let go.

Keeping them will breed distrust in management because you are not practicing what you preach. Worse yet, nothing can be swept under the rug. You will either deal with it now by letting the person go, or you will deal with it later by the decline in employee morale. One decision affects one person negatively while the other effects the entire organization.

Which one do you think is best?

Hire the right people

This is truly a key component of any business’s success, isn’t it?

Not only is it important to hire someone who is technically competent for the position, but their values need to be measured as well. Study after study has shown that corporate culture is one of the greatest factors in a company’s success.

So a candidate who has average ability but holds the same values is going to be a much better fit for your corporate culture than someone with strong ability and different values.

Values are the lifeblood of any organization. Align your people and processes with the corporate values and you will create a company that is enjoyable to work for sets up long-term success.

What are your organizations values? Are you building a culture that promotes them in everything they do? If the organization doesn’t live and breathe the values, what comes forward in a time of crisis? I would love to hear your thoughts!


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Learn, Grow & Develop Other Leaders

Rich Bishop

Rich Bishop is President of Bishop Coaching & Consulting Group
He serves with hands-on approach to Development through Coaching & Training
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