Tag Archives | Behaviors

Behaviors desired in the corporate culture. Valued behaviors are those that are observable and measurable demonstrations of desired values.

Poor Practices Doom Workplace Inspiration

frustrated young business manI’ve been helping leaders create high performing, values-aligned organizations for over 17 years.

My first blog post – on April 17, 2010 (I was slow coming to the blogosphere!) – outlined the foundation of my proven culture refinement process: crafting clear performance expectations and clear values expectations, then holding everyone accountable for both.

This is my 263rd weekly blog post – and 178th weekly podcast. All of those efforts have promoted one big idea – that leaders must be as intentional about values as they are about performance.

My latest book, The Culture Engine, describes how leaders can create workplace inspiration with an organizational constitution. It’s all about clear expectations then ensuring accountability for both performance and values.

The benefits of aligning practices to an organizational constitution are astounding. Clients see 40 percent gains in employee engagement, 40 percent gains in customer service, and 35 percent gains in results and profits, all within 18 months of starting their culture refinement.

The increased interest in organizational culture enables some cool conversations. In one recent exchange, a journalist asked my opinion regarding employee engagement policies in organizations. My answer was that if an organization has policies that encourage employee engagement, that’s great – but that daily practices are much more important than policies alone.

Why? Practices – the daily plans, decisions, and actions by leaders and team members in an organization – either create workplace trust, dignity, and respect in every interaction or they don’t.

Companies should have policies that outline desired interaction quality – respectful treatment no matter what. But aligning practices to those desired behaviors is what creates workplace inspiration and trust.

Policies alone create awareness of desired behaviors. They don’t, however, guarantee aligned behaviors.

To ensure practices are aligned with policies, leaders must be role models and champions of employee engagement and workplace inspiration. To be a proactive champion is not a passive responsibility. It requires intention, time, energy, modeling, coaching, and redirecting by leaders to align plans, decisions, and actions to those policies, in every interaction, every day.

I don’t think organizations intentionally craft policies that erode employee engagement or workplace inspiration, but many policies do exactly that!

Most organizations and their leaders focus exclusively on results. It’s all they know. Their role models (bosses from their past and present) focused primarily on results. The metrics and dashboards in their organization measure and reward exclusively results. Policies reinforce this focus: set goals, then measure progress towards those goals.

Don’t misunderstand me: results are important! But when leaders put 100% of their focus on results, people will get those results in ways that may not be kind, considerate, or always ethical.

There is a better way. Our best bosses created a safe, inspiring work environment by making values as important as results. They gave us clear values expectations as well as clear performance expectations – and held us accountable for both.

How we behave to get desired results is as important as the results themselves.

Companies that are intentional about performance and values see the gains I note above – huge growth in employee engagement, customer service, and results.

Too few companies are intentional about values. Leaders think that people will behave nicely. Yet people behave badly (some worse than others) when the only thing that is measured, monitored and rewarded is results.

Policies that encourage employee engagement are a good start. The hard work comes after the policies are published, when every leader and team member aligns to practices that not only deliver on results, but do so in ways that treat everyone with dignity, trust, and respect.

How clear are values expectations in your organization? To what degree are team leaders and team members held accountable for both performance and values in your organization? Share your insights on Twitter, Facebook, and LinkedIn.

Photo © .shock – Dollar Photo Club. All rights reserved.

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The music heard on my podcasts is from one of my songs, “Heartfelt,” copyright © 2005 Chris Edmonds Music (ASCAP). I play all instruments on these recordings.


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Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

The Authenticity Factor

Keep it real concept.To what degree are you genuine and authentic with your work colleagues – bosses, peers, and team members – in daily interactions?

Dictionary.com defines authentic as “not false or copied; genuine; real.”

If we ponder how our great bosses behaved with us, it is extremely likely that they were real. They demonstrated authentic care and service to us.

They interacted with no hidden agendas. There was no smoke and mirrors; there was simply honest discussion, transparent decision-making, and in-depth engagement.

Our great bosses kept their commitments, delivering on their promises. If they were unable to keep their commitments, they told us why, well in advance of the deadline. They also explained how they were trying to get back on track, as soon as possible.

Unfortunately, leaders that demonstrate authentic care are not the norm. For example, TinyHR’s 2014 engagement and culture survey found that 49% of employees are not satisfied with their direct supervisor.

In my work with clients around the globe, I hear about team member’s frustrations with their leaders all the time. These frustrations are often founded on the leader’s lack of consistent authenticity. Employees tell me, “I don’t know which boss is going to show up each day – Jekyll or Hyde.” Or “She says one thing then turns around and does the exact opposite. We see it every day.”

If leaders don’t demonstrate behavioral integrity – keeping their promises and modeling the organization’s espoused values – they erode team members’ commitment and contribution. Tony Simons’ excellent book, The Integrity Dividend, found that employee’s commitment goes up with observed behavioral integrity from their leaders. That causes employees to apply discretionary energy in service to their organization’s customers and goals.

The benefit? For one hotel chain, $250,000 annual profit growth for every 1/4 point gain on a 10 point scale!

There is another benefit to the leader’s authenticity. When leaders demonstrate authentic care, team members are much more likely to demonstrate authentic care with each other.

The coach of the NBA’s San Antonio Spurs, Gregg Popovich, is a player’s coach – team members love to play for him. He’s authentic and genuine. One way his genuineness plays out is that Popovich often devotes a portion of team meetings to the culture and history of team members.

Last June, in the midst of preparations for the championship series with the Miami Heat, Popovich opened a meeting by leading a team discussion about Mabo Day. Point guard Patty Mills – an indigenous Australian native – was surprised and honored by the coach’s actions.

Popovich believes that knowing one another’s stories off the court binds team members together on the court. “It builds camaraderie. They feel connected and engaged and do better work.”

Authenticity matters. Genuine care matters. Be real, be honest, be available, be present. Only then can you build positive relationships, serve others consistently, and inspire aligned behavior and contribution.

How did your great bosses demonstrate authentic care? How well do you know your colleagues’ history and stories? Share your insights on Twitter, Facebook, and LinkedIn.

Want hands-on guidance for boosting productivity while reducing drama at work? Join me in Denver for my Culture Leadership Roundtable. This series, based on my book, The Culture Engine, meets one-morning-a-month starting in April.

Photo © creative soul – Dollar Photo Club. All rights reserved.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of my songs, “Heartfelt,” copyright © 2005 Chris Edmonds Music (ASCAP). I play all instruments on these recordings.


Don’t miss any of Chris’ posts, podcasts, or updates – Subscribe Now!

Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

One Company’s Values Journey, Part II

Luck-02This week I continue my interview with the Luck Companies Chief Leadership Officer, Mark S. Fernandes. Mark is the person charged with transforming Luck Companies into a Values Based Leadership organization.

Last week we learned about the genesis of Luck Companies’ decision to change its culture. In 2004, senior leaders crafted four values – leadership, integrity, commitment, and creativity – and defined corresponding behaviors for each of those values. That was phase one, the foundation of Luck Companies’ transformation into a values based organization.

In 2009, senior leaders came to the conclusion that organizational cultures are shadows of the leaders. To have the culture that they wanted, Luck Companies’ leaders had to go first, modeling the way as an example for all others to follow. That was phase two, which they’re still engaged in.

I told Mark I loved the emphasis on defining their company values in measurable, behavioral terms. Mark said, “This became obvious to us in the first months of phase one. When we rolled our new values out to the company in 2005, outcome statements and corresponding behaviors were attached to each of the four values. These became part of every associates’ performance reviews that year.

In phase two, those behaviors became part of the Values Based Leadership 360 that all formal leaders complete annually.”

Accountability for values is much easier when you’ve defined specific behaviors for desired values. Typically when a company sets new values expectations, some leaders and players just don’t fit in the “new culture.” I asked Mark if Luck Companies’ had experienced that. Mark said, “We typically have 12-14 people on our senior leadership team. Over the past 11 years we have ‘lovingly set free’ eleven senior leadership team members.

Most were very smart people. They were wonderful human beings who performed quite well. It just became obvious by their attitudes, actions, and behaviors that their personal values did not align with the company’s values.”

If you’re not going to hold everyone accountable for valued behaviors, “your values are just words hanging on a wall,” Mark explained. “You’re better off not having them.”

How do leaders at Luck Companies know their culture is on track? Mark said, “We analyze trend data from our annual leader 360’s and our annual associate engagement surveys. We hold ‘What’s on Your Mind?’ sessions at all locations throughout the year.

We demand transparency and feedback. We train for it, assess for it, and reward for it through out evaluation process. There is daily dialog across the enterprise relative to our mission and values – our organizational constitution.”

The big question for any company and it’s culture is about the “big three” – engagement, service, and results. Culture impacts each of these, deeply. Mark said, “The impact of Values Based Leadership has far exceeded our expectations. In our most recent engagement survey, 91% of our associates said they were engaged! The Hay Group’s global average is 30-40%.

Our employee effectiveness score was 84% compared to the Hay Group’s top performing benchmark of 55%. Our customer satisfaction score is 76% compared to an industry norm of 55%. Our results show us outperforming industry norms by similar margins.”

I’m inspired by the work Mark and his peers are doing at Luck Companies. They are proof that being intentional about values pays off – in many ways.

I’m indebted to Mark and to Megan Dougherty who willingly and ably facilitated this interview.

What are your takeaways from the Luck Companies’ values journey? Share your insights on Twitter, Facebook, LinkedIn and Google +.

How healthy is your team or company’s culture? Don’t guess – get the data with my online Culture Effectiveness Assessment.

Want hands-on guidance for boosting productivity while reducing drama at work? Join me in Denver for my Culture Leadership Roundtable. This series, based on my book, The Culture Engine, meets one-morning-a-month starting in March.

Photo © Luck Companies and Values Based Leader. All rights reserved.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of my songs, “Heartfelt,” copyright © 2005 Chris Edmonds Music (ASCAP). I play all instruments on these recordings.


Don’t miss any of Chris’ posts, podcasts, or updates – Subscribe Now!

Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

One Company’s Values Journey

VBL-definitionIf you’re a frequent reader of these pages, you know I’m always enthused to discover high performing, values-aligned organizations.

I’m delighted to bring you the Luck Companies story. Over the next several weeks I’ll share my conversation with Mark S. Fernandes, Chief Leadership Officer, the person charged with transforming Luck Companies into a Values Based Leadership organization.

Most companies don’t start by being intentional about the culture they want. They have a desired product or service so they build their business around crafting those desired elements and getting them into customers’ hands, under budget and profitably. Only when company leaders stop to examine the health of their culture do they actively engage in making it better.

Luck Companies is a 92-year-old organization based in Richmond, VA. On first glance, you’d see Luck Companies as a stone company – crushed stone, architectural stone, and even clay courts. A deeper look finds an organization that is intentional, focused, and committed to igniting human potential through Values Based Leadership (VBL).

I asked Mark, “What was the genesis of Luck Companies’ decision to change it’s culture?”

Mark explained, “When Charles Luck IV became the CEO and President in 1995 – our third generation leader from the Luck family – we were a small, tight-knit, family owned and operated organization. We decided to grow the company, and grow we did!

By 2002, we had close to 1,300 associates and sales had quadrupled. Cash flow increased by nine times during that timeframe.”

Along with that growth came organizational stresses and dysfunction. Mark explained, “We no longer looked like the company Charlie’s dad and grandfather had built. We brought in a consultant to work with our leadership team.

That first morning, the consultant introduced himself and asked us to take out a piece of paper and to write down everything we wanted to change about the company. He gave us ten minutes. With all the dysfunction, we each had a lot to say!

The consultant then asked a vital question: ‘How many of you wrote down yourselves?’

That question changed our lives forever. We began our values journey soon after and in 2009, we amped up the expectations and became a Values Based Leadership organization.”

I asked Mark to define VBL. He said, “Values Based Leadership is living, working, and leading in alignment with your core values, principles, beliefs, and purpose to in turn ignite the extraordinary potential in those around you.

Our company values are leadership, integrity, commitment, and creativity. We began our values journey by defining corresponding behaviors for each of our four values. We wanted to innovate for the future while preserving our values core. We felt that commitment and integrity were values that had existed in the organization since its founding. We wanted to preserve those going forward.

Leadership and creativity were two values that would carry us into the future.

We’ve had two phases in our journey. The first was to become a Values Based Organization (2004-2009) and the second as a Values Based Leadership organization. The distinguishing point came from learning that company cultures (defined by values) are shadows of the leaders.

To have the culture we wanted, leaders had to go first, modeling the way as an example for all others to follow.”

My interview with Mark continues next week.

How well are your team or company’s values lived in your organization? Share your insights on Twitter, Facebook, LinkedIn and Google +.

I’m indebted to Megan Dougherty who willingly and ably facilitated my conversation with Mark – and added to my understanding of values-based leadership at Luck Companies.

How healthy is your team or company’s culture? Don’t guess – get the data with my online Culture Effectiveness Assessment.

Want hands-on guidance for boosting productivity while reducing drama at work? Join me in Denver for my Culture Leadership Roundtable. This series, based on my book, The Culture Engine, meets one-morning-a-month starting in March.

Photo © Luck Companies and Values Based Leader. All rights reserved.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of my songs, “Heartfelt,” copyright © 2005 Chris Edmonds Music (ASCAP). I play all instruments on these recordings.


Don’t miss any of Chris’ posts, podcasts, or updates – Subscribe Now!

Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

Don’t settle for less than talented, engaged players

Car keys.Awhile back, Tom was out walking his dog near his home. He bumped into a neighbor who was out walking her dog, so they joined forces for awhile.

The dogs enjoyed each other’s company and the two neighbors made small talk. Until Tom’s neighbor asked about bringing her car in for service at the dealership where Tom worked.

Tom thought, “Boy, I hope she doesn’t get Keith as her service advisor. He’s really not very friendly with customers – even though we’ve coached him about it. Brenda isn’t much better. Maybe I can direct her to Mark so she has a great experience!”

Tom didn’t want his relationship with his neighbor hurt by one of their “prickly” service advisors. He said to his neighbor,”That’s awesome. I’ll hook you up with Mark – he’s a great service advisor.”

The good news is that Tom knew who his dealership’s worst and best service advisors were and he could direct his neighbor to a good advisor. But what about the dozens of customers who came in that week who had to work with their “less than great” advisors? Those lousy customer impressions wouldn’t help their business, at all.

Wouldn’t it be better if Tom didn’t have to think through his company’s good & not-so-good team members? What if all of their team members were talented and engaged – and loved serving customers? How would that impact their business?

My research and experience proves that employees who experience trust and respect from their bosses, colleagues, and company are more productive – 30-40% more productive – than those who do not experience trust and respect from their bosses, colleagues, and company.

Employees that are trusted and respected in their workplace also serve customers better and demonstrate greater commitment to their jobs. They are more likely to apply discretionary energy to solve problems, cooperate with peers, and implement tweaks to boost efficiency and results.

Leaders must be attuned to more than just performance. They must also be attuned to how customers are treated – and to how employees are treated, by leaders and peers.

When effective leaders learn about performance issues, they act. They engage with the player to clarify performance expectations. They learn how the player has been working in the system and redirect efforts to meet performance standards. They observe closely to ensure traction on desired results – and praise when the player exceeds performance standards.

When effective leaders learn about interaction issues – when they hear about rude, abrupt, or dismissive treatment of customers or employees by anyone – they act. They engage with the player to clarify values standards and interaction expectations. They learn how the player has been operating with customers and peers and redirect efforts to meet values standards. They observe closely to ensure traction on desired values in every interaction – and praise when the player exceeds values standards.

What do effective leaders do when coaching doesn’t solve performance problems? They find a place in the business where the player can genuinely contribute or they help that player find another job elsewhere.

What do effective leaders do when coaching doesn’t solve values issues? They don’t waste any time. They help that player find another job elsewhere.

How clear are values expectations in your team or company? What happens when your company tolerates poor treatment of employees or customers? Share your insights on Twitter, Facebook, LinkedIn and Google +.

How healthy is your team or company’s culture? Don’t guess – get the data with my online Culture Effectiveness Assessment.

Want hands-on guidance for boosting productivity while reducing drama at work? Join me in Denver for my Culture Leadership Roundtable. This series, based on my book, The Culture Engine, meets one-morning-a-month starting in March.

Photo © Kurhan – Dollar Photo Club. All rights reserved.

Subscribe!Podcast – Listen to this post now with the player below. Subscribe via RSS or iTunes.

The music heard on these podcasts is from one of my songs, “Heartfelt,” copyright © 2005 Chris Edmonds Music (ASCAP). I play all instruments on these recordings.


Don’t miss any of Chris’ posts, podcasts, or updates – Subscribe Now!

Disclosure of Material Connection: Some of the links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

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