As I shared in the next to last chapter of Leading With A Clear Purpose, the compliance side of human resources absolutely drains the life out of me. And putting together an employee handbook, ones where values are often listed in the first few pages but have little relevance to anything else afterw...
To have a real shot of our core company values creating the legacy we hope for, the expectations we set must be sustainable. Realistically, though, we wouldn’t place unstainable expectations on anyone we truly care about - and that should cover everyone we’ve earned influence who’s following us, reg...
I remember a time very early in my behavior-based safety career when Terry Ward (who I’ve mentioned several times in this look at values and throughout my first two books), stopped by my office to chat about something. When he stepped in, I had an email pulled up from Cindy. I can’t recall what the ...
One of the most valuable lessons I’ve learned from John Maxwell over the last decade or so was from a short session I had access to just before the larger event where I completed certification to teach and train on his material. John shared a brief lesson before fielding questions for the small grou...
Once we’ve laid a foundation around the simple practices involved with modeling our core company values and we’ve provided our teams with a consistent example of what each value living out each value looks like in practice, we should be well on our way to building the culture we’re after within our ...
Building consistent team behavior that’s based on our core company values will require removing any possible variance around what each value looks like in practice - in each individual role. But having a clear understanding of the necessary behaviors is just part of the process. It will take at leas...
In chapter eight of What’s KILLING Your Profitability? (It ALL Boils Down to Leadership!), I detailed how much confusion costs an organization and emphasized how significant the need is for leaders to set crystal-clear expectations. Chapter nine fell right in line by outlining how much profitability...
Society has countless “influencers” with significant followings. Having a high number of folks watch their foolishness online is wildly different from the responsibility leaders hold when they’ve earned genuine influence with the people on their teams, or for that matter, anyone their behavior impac...
Strategic thinking is a vital skill for managers and supervisors, enabling them to shape the future with purpose and clarity. It’s about thinking ahead, designing a plan, and setting goals today to control tomorrow. For leaders, this means driving success by building a team of strategic navigators—c...
Even in cases where we leave absolutely nothing to chance, taking every single opportunity we have to provide examples showing how each of our core values can be acted on in roles our team members perform daily, we’ll still need to provide consistent reinforcement backing our consistent example. As ...
As we started down this path detailing how strong businesses are built on a foundation of values, I shared something I personally experienced while creating a policy manual for the new owners of company - a textbook example of not just designed that handbook around their core values but building tho...
Building a culture around values requires the leader to provide a daily example of exactly how each definition outlined in the handbook and on the wall directly applies to what’s required of them. Providing a detailed explanation, connecting those definitions to their behaviors so nothing is left to...
