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Do They Believe?

12/20/2013

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One of my favorite holiday memories this year was meeting 7 year-old Sadie.  I met her and her family on a snowy, Friday afternoon just before Christmas.  They entered the converted empty store where I was volunteering.  The front half of the space had been magically transformed into a beautiful outdoor scene with the center piece a place to get free pictures with Santa and Mrs. Claus.  The remaining space was converted into a special shopping place for kids.  Elves’ help the kids exclusively - parents had to sit outside the curtained off area.   

I heard Sadie’s Mom say, “This is the REAL Santa!”  Sadie looked at her Mom, glanced back at Santa, and then shrugged her shoulders.  Nothing was said, but her body language clearly indicated to me – I will decide ‘that’ for myself.  I drew nearer and asked if they would be seeing Santa – shopping – or both.  Sadie eyes met mine – she smiled (maybe it was my elf hat) – and politely said, “We’ll be doing both.  This will be my sisters first time, but I have shopped here 3 years in a row.”  Her Mom smiled and nodded in agreement.  They then proceeded to the waiting line for Santa.

About 20 minutes later we ran into each other again.  I don’t know who was beaming more – Sadie or her mom.  Sadie now talked faster than an auctioneer.  She said, “That is ABSOLUTELY the real Santa – Mom was right!  His beard is real.  His suit smells like a wood fire.   His sleigh has wheels on it too, just in case there is no snow at some kids’ houses.  He loves little marshmallows in his hot chocolate and sugar cookies are his favorite.   He knows all of the reindeers’ names.  His belly jiggles when he laughs. (She then took a big breath)  I can’t wait to see what he leaves under our tree Christmas morning.”  Her smile was priceless - she absolutely BELIEVED!

Beliefs are important, in life and in work, because they influence how people think – feel – and ultimately act. How employees act then impacts an organizations brand, customer service, innovation, internal culture, and ultimate performance.  So as we enter 2014, here’s a fundamental question to consider – what do your employees believe about the year ahead?

Here are 10 things employees in high performance organizations will go into next year strongly believing:  
  1. Ethics and values apply ALL the time for EVERYONE
  2. Strategy  is achievable because each individual knows how their work impacts it   
  3. Leadership genuinely care about its’ employees through actions not just words.
  4. Customers have a choice and must have needs met or they leave.  That hurts everyone.
  5. Competition is external and very real. It is respected but never feared.  
  6. Change is hard but an absolute necessity to survive and thrive in today’s economy
  7. Teamwork must extend well beyond an immediate work group.  It flourishes when there is mutual trust.
  8. Inclusion means breaking down perceptions of exclusive rights, privileges, and thinking
  9. Balance to meet the organization’s three major constituencies needs (shareholders, customers, and employees) is essential.  ALL are important and none like to be taken for granted.  
  10. The company advertised externally is indeed the one they work for internally

Sadie’s beliefs about Christmas morning totally changed when her Mom introduced her to the REAL Santa.   What or who do you need to ‘introduce’ your employees to that will allow them to believe and achieve high performance in 2014?
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A Defining Values Moment – The November 2014 Tornado

12/12/2013

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It was a very unusual late November, Sunday morning in the Midwest. Weather forecasters were warning the area of potential severe weather. Abnormally warm temperatures in the 60’s were about to collide with a cold front moving down from Canada. On that morning, we quickly redefine the meaning of ‘severe’ - forever.

About 11 a.m. the EF-4 tornado ripped through our area with wind speeds of 170 to 190 mph. One of the hardest hit areas was Washington, IL where our family worships. Complete neighborhoods were flattened – cars flipped like Matchbox toys – trees ripped out and discarded like flowers – debris scattered hundreds of miles away. Over 1000 homes were either ‘totaled’ or significantly damaged. People became immediately homeless as they crawled out of their basements. Neighborhoods had no visual landmarks - just piles of destruction as far as the eye could see. Complete devastation physically and emotionally consumed the area.

What would people do? Where would people go? How would people survive? It was a ‘defining values moment’. Within minutes of the tornado, first responders arrived and then a mass of humanity came to help in any and every way they could. They did not talk about values – but their deliberate actions and behaviors clearly showed compassion, selflessness, generosity, thankfulness, humbleness and service.  

Organizations also are often in challenging and difficult situations.Their ‘defining values moments’ or tests do ultimately impacts relationships (internally and externally), engagement, trust, and reputation. How ready is your organization? If you want to better understand what a specific value really means to your organization, then test it under pressure. Consider how you currently react to:
  • Teamwork when sacrifices have to be made in an economic downturn
  • Accountability when mistakes are made and/or targets and goals are missed
  • Trust when important decisions have to be made
  • Discipline when people are challenged to do more with less
  • Customer service when there are significant gaps in meeting customer expectations

Here are four practical recommendations to make sure your workforce executes the right actions and behaviors if and when ‘defining values moments’ happen:
  • Simulate it. We are always better prepared when we practice. Initiate ‘Value Scenarios of the Month’ for all employees and ‘Values Case Studies’ in all leadership development activities.
  • Imply won’t fly. Value-based behaviors must be straight forward and understandable. Use a wide variety of everyday situations your employees encounter to reinforce ‘how we live our values’.
  • Create safety valves. Employees need safe, confidential processes to alert leaders of potential perceived value infractions. Don’t let small non-value based behaviors fester and grow – address them quickly.
  • Share media coverage. Unfortunately there are regular examples in the media where organizations’ values talk and walk are out-of-sync. Share these real life examples to remind employees of the danger of values complacency.

The November 17th tornado that hit our area created a ‘values defining moment.’ It influenced our overall behaviors, decision-making, and priorities. It inspired people to action. The litmus test for any value-based behavior is in challenging, tough times – for people and organizations.  Everyone is watching – not what is said but what is actually done. Is your organization well prepared?
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    Brian Gareau is a Speaker, Author and Consultant.

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