Back to the basics would be a good way to look at today’s principle. In the end, it’s not what we say but what we do that speaks most clearly about our personal and corporate integrity. Simply proclaiming that “we value people” without the underlying behaviors, will produce disdain to the listening ear. Public declaration and private practice must match to inspire others to do great things…
Behaviors. In a day and age when companies allocate large quantities of time and money to codify core beliefs into published value statements, one would think that corporate cultures would be the best working environments in history. Defining the culture is easy–what’s most difficult is to convert cultural beliefs into actual, congruent behaviors. This is where most companies lack efficacy to create transformational environments. Corporate officers who understand this dynamic take the time to cultivate good behaviors first in themselves and then in those under their care.
History proves that the most attractional leaders are those who are humble and understand human nature. They know how to apply proper human incentive systems that create motivated, sacrificial employees who “volunteer” their time and talents rather than simply showing up for a paycheck. They apply a proven process to create awareness, develop conscious competence through repetition and reinforcement, and finally unconscious competence (second-nature reactions) in those they lead. The result-well developed people, a thriving culture, and ultimately, managerial leverage to do great things.
Coaching questions: What steps are you taking to develop congruence in your behavior? How will you then cascade this learning to your staff?
Read more coaching principles from Dean Harbry on the Internal Innovations website.