“Morales and Values Guide Decisions and Actions.”
The first block to be laid in building a leadership culture is the leader of the organization. As in laying the first foundational block in constructing a home or building, the leader of the organization is the person who defines how that organization and culture will take shape. The morals of that individual leader are what makes that block level, or not level. If that very first block is not level, every block laid after will not be level either. The values of that individual are the mortar that bonds all the blocks together. The stronger the conviction to core values a leader of an organization has, the stronger the bond is that ties that organization together. Morals and values set the stage for how organizations are defined, how decisions are made, and what actions are taken by the people in the organization.
STATED CORE VALUES vs. DEMONSTRATED CORE VALUES
Many organizations and businesses state their core values and post them on the walls throughout their buildings and work spaces. They are put their to act as a reminder and as a guiding feature to help the people of the organization make decisions and take action in accordance with those values. But far too often I have seen an organization’s stated core values go ignored and replaced with practiced values; values that are driven my greed, politics, metrics, and what is deemed legal. Just because something is legal does not mean it is moral.
In building your leadership culture, you must continuously ask yourself: What do I value in life and in business? Do my daily decisions and actions reflect those values? If not, are those stated core values truly my core values? Because I can promise you that your people know the answers to those questions. When decisions and actions are counter to the stated core values of your organization, your people will frequently reference them amongst each other. “Do as I say, not as I do” is not the kind of leadership that builds a leadership culture. In fact, it is not leadership at all. It is dictatorship.
As I mentioned earlier, your values are the mortar that binds your organization. That mortar becomes weakened when you practice a different set of core values than what you have stated for your organization. Always evaluate your decisions and actions. Make sure they are sound. Yes, you may occasionally sacrifice revenue in holding steady with your core values, but I promise you that you will not sacrifice success. This is a key attribute to not just attracting strong people into your organization, but strong people who are strong leaders themselves.
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