As a leader, your credibility is maintained, day by day, when you do what you say you will do. For example, if you announce that, from this point forward, every team member will be expected to demonstrate our team’s valued behaviors, you have set a standard. Educating team members about desired valued behaviors is important, but, without accountability, those valued behaviors are just one more set of expectations that your employees can ignore.
Every business needs a captain, a person that sets the stage for all actions and all relationships that take place within the work environment. If you, as a leader, do not set the stage by defining and aligning practices to clear performance standards and values expectations, people will be left to “figure it out on their own.” This leads to widely varying practices – not aligned, proven practices. That lack of clarity and alignment erodes consistent performance, service, and results.
If you have never experienced successful culture change personally, as a team member in general or as a leader, you may not be prepared or know how to proactively manage your team’s culture. The culture of your team (or department or division or plant or region or whole company) is the engine that drives your team’s success – or its lack of success.
Sometimes people choose very distinct personas – that is, they choose to play a particular role for a period of time (or even their whole careers)
If leaders are able to reframe their role and responsibility as that of servant leaders, productivity will grow and engagement will grow.
If someone stopped by and asked your team today what your performance expectations are for this year, could they give a prompt, specific answer? Could they do the same for values expectations – how they’re supposed to treat each other?
Loyalty. Duty. Respect. Selfless Service. Honor. Integrity. Personal Courage. The US Army’s values are clearly spelled out, as core values are in all military organizations.
In my work with clients around the globe, I hear about team members’ frustrations with their leaders all the time. These frustrations are often based on the leader’s lack of consistent authenticity.
I still remember being called into the boss’s office. Not one to get into trouble much, it was unusual to have a sit-down with the boss over an issue that was my fault. But it happened, and was part of three distinct situations with a prevalent theme that got my attention. These opportunities for improvement led to beneficial professional–and personal–growth.
One thing most leaders can agree on is that organizations need rules; how else can fairness and consistency be ensured across the organization? But when rules devolve they can inhibit efficiency, effectiveness, sanity, well-being, and more.