Walking the Walk

Establishing corporate culture & values

In what type of corporate culture would you enjoy giving 110%? 

I would doubt that any of us would answer with the following:   “I enjoy the President & CEO giving an eloquent speech at the National Sales Meeting preaching to us asking for things that he/she would not do themselves”.  When a manager says they blah, blah, blah and they exhibit character traits that are opposite, they are committing a fatal error for both themselves and the company. Charisma is one thing, actions are another.  The old adage “Actions speak louder than words” rings true.

Have you ever worked for a manager like this?  I believe we could more than likely say yes with a sad shake of our head.  It is a tough situation which will result in a lose-lose proposition.  How can we help to avoid this type of situation from occurring?

It starts with each of us as managers and supervisors.  It also involves everyone from the lowest position to the CEO. Our leadership style will eventually form the backbone of our organization.  Our corporate culture, our values will be established by what we say and by what we do! It is of vital importance that our leaders “walk the talk”.  In other words, we cannot ask anyone to do something that we ourselves would not do.  “Ask not what the country can do for you…but what you can do for your country”

How do we “Walk the Talk”?

 The model that you are working on building must be in agreement with your core beliefs and corporate culture statements.  You will need to understand, appreciate and “live” why it is important for requested actions to be part of your actions.

·         “Live by” the behavior you want to see from others. There is nothing more powerful for employees than observing all levels of management do the actions or behaviors they are requesting from others.  Think of some of the following sample requirements so often outlined in your Standard Operating Procedures:

• Employment policy
• Hours of work – expectations
• Professional appearance
• Administrative responsibilities
• Performance expectations
• Conflicts of interest
• Professional work environment

What would be the ramifications of a manager or supervisor not living up to these expectations?  This is just a short list of a very large index of behaviors and expectations for the company.  If company policy states a rule or designs a process, follow it, until the corporation decides to change it. We need to ask ourselves: Why would employees follow the rules if the rule makers don’t?  So often, executive management, first line management and the work force are on different divides when it comes to following the expectation.

·         Be humble and roll up your sleeves.  To become part of the team…Act as if you are part of the team, not always the head of it. Become active and participative. Dig in and do the actual work. Recently, the media has introduced  a TV show that shows the CEO going undercover to find out what the true pulse of the organization is.  If you have not seen this, I would encourage you to tune into “Undercover boss”. People will appreciate that you are personally knowledgeable about the effort needed to get the work done. They will trust your leadership because you have walked “their shoes”.

·         Collaborate with your team. Partner to better understand what your people want from you and the company. Be on the forefront to help develop your people to achieve the goals that are important to them, as well as the goals that are important to you & the company.

·         Follow up on your promises.  Do what you say you're going to do. Don’t make statements that you can’t keep. Trust is something that must be built.  It will come as your actions take place.

·         Work on building your team’s dedication & loyalty to your corporate plan.  Incorporate your vision & values into everything that you do.

·         Use a concentrated blending of various communication modules, verbal, written, in-person, e-mail, voicemail, blogs etc...and build commitment and support for the overall goal.  Follow up from personal and group meetings.  Keep a much focused eye on the end goal and coordinate all activities to reaching that goal.

·         All levels of management need to be on the same path.  Senior managers must be accountable to each other for their own behavior. (We will discuss in an upcoming blog, communications upward from first, second and executive level management).

I hope that this is helpful as we make sure that we all lead by example and “walk our talk”.  The expression of core values is paramount to making this all happen.  These are of the utmost precedence. They are comprised of deeply held attitudes and fundamental driving forces that cannot waver as we pursue our goals.  Keep in mind that your core values define what your organization believes and how you want your organization being perceived across your total workforce.

Employees are motivated and most satisfied when their needs and values are consistent with those visible in your workplace culture. Culture is the atmosphere that is a result of the work that is put into it. Culture is a powerful force that shapes your work enjoyment, your work relationships, work processes and productivity. By “walking the talk” at all levels of the organization, you are instilling a culture that will help you establish excellence. 

“I challenge you to make your life a masterpiece. I challenge you to join the ranks of those people who live what they teach, who walk their talk”.
Tony Robbins