If you’ve been disciplined enough to consistently (and fanatically) follow the simple framework for instilling the core values you’ve defined into your organization’s culture, I have no doubt that your grass is at least starting to be incredibly green - to anyone on either side of the fence. And the...
Having detailed why a framework for building the foundation of our organizations around our core values is so important and now having three simple steps in laid out to serve as the framework - consistent communication, keeping our values visible all the time, and intentionally weaving them into eve...
Assuming you’ve taken to heart the idea of consistency trumping intensity and the importance of wearing our values on our sleeves, even if you don’t feel like you quite built either completely into your routine yet, we’re at a great place. Each are critical role pieces in the framework for laying a ...
I remember hearing a story about an old man who’s wife was in tears. He reluctantly asked what was wrong and she replied that he clearly didn’t love her any more because it had been years since he told her so. He scoffed and said, “I told you that I loved you when we got married. I’ll let you know i...
Let’s assume there’s a gap between the impact we want to make by living out our core values and the impact that’s actually being made through our team’s actions. Even if that gap is incredibly small, there’s always room for improvement - assuming we’ve done the work to solicit the kind of alliance f...
Building a successful culture that perpetuates based on our foundational core values will indeed be one that produces wins for everyone involved, but winning won’t be the sole motivation for the great people we attract to our team through this process. High standards, consistently exceeding expectat...
In The 21 Irrefutable Laws of Leadership, John Maxwell explains The Law of the Mirror by simply saying “We attract who we are, not who we want.” I had never seen a more obvious example than the organization I just referenced; initially as I became familiar with the company and even more so as the su...
Make no mistake, turnover is always going to happen. Part of our responsibility as leaders is to plan for that. And in planning for each type of turnover we’re sure to experience at one point or another - be that a retirement, a termination due to unacceptable performance, or someone leaving for a c...
Earlier when we looked at how we can rally our team around our core values, I briefly mentioned a long-standing organization that once had world class talent leading each separate department but had experienced some significant turnover in critical roles. While some of this was due to planned retire...
From nearly the beginning of this look at how values serve as a foundation for any organization, I’ve stressed the critical role habits play in everything we do. I introduced the idea of helping our team members connect their behavior to core company values by sharing that it would require a slight ...
Creating a legacy through our core values requires us to set clear (and high) expectations for our team members. Maintaining accountability, consistently and across the board, around the behaviors that model those values is an absolute necessity for ever sustaining those expectations. But accountabi...
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...
