Being Precedes Doing

          Recently, I have talked with several people who left their place of work because they were expected to do something that they considered to be unethical or in violation of their values. In one or two cases, the individual felt they were being asked to do something that they knew was illegal. At some point, you have to decide if your core values line up with the values and culture of the organization. You might decide you can live with some minor discrepancies because higher priority values are still being met, but when core values are being violated the time comes when ways must part.

          When my sons were adolescents, whenever they would leave the house to go out with friends I would always say, “Remember who you are and whose you are.” They never asked what I meant by that. They knew that I was trusting them to remember their upbringing and to act according to the values my wife and I had tried to instill in them.

          There was only one caveat to that. I assumed that my values had become their values when, in fact, they were in the process of deciding just what their own values were. So they acted according to their own sense of right and wrong which did not always line up with my sense of right and wrong. Naturally, we had a few clashes when our values were not in alignment with each other’s.

          It would have been easy to say, “My way or the highway.” In fact, I did say a few times, “My roof, my rules,” but I valued the relationship, so we tried to come to terms. Frankly, some of my values needed to be put to the test. And then there were other values—core values—that were non-negotiable. Having teenagers forced me to prioritize some of my values and determine which were negotiable (and to what degree) and which were non-negotiable.

          Our values determine who we are and how we will act. So being really does precede doing. If my values and the values of the organization are in alignment, I should not have much trouble keeping the rules and acting in accordance with the organization’s policies and practices. If, however, the organization allows rules and regulations to be put into place that are not in alignment with its own stated values, then all sorts of problems can result… and will. 

          The official rules and regulations are not the only source of problems. Consider a manager who is allowed (or even encouraged) to continue to practice actions that violate the values and/or rules and regulations that support those values. The people under this manager’s authority and influence will be conflicted with questions:

- Why is this person being allowed to act this way?

- Could it be that the company’s real values are not what they say?

- What should I do about this?

          All too often, individuals and organizations fail to do the most loving thing of all, which is to take corrective action as soon as any behavior is detected which violates any known value. Dissatisfaction will grow until someone finally feels compelled to act—probably by leaving, being encouraged to leave, or flat out being fired. Either way the result will not be uplifting for anyone.

          So how do we turn this around to a positive note?

Hint to the Leader

- Take a hard, critical look at your organization’s core values and compare these to your current policies and regulations. Where do you see misalignment? What can you do to bring these back into alignment?

- What corrective action have you been putting off that should have been taken earlier? What values are being infringed upon by this behavior? What negative consequences are resulting because of your delay to act? What should you do about it? Do you have the will to do it?

Hint to the Follower

           

- Know yourself. Determine your own core values.

- If you are unhappy or dissatisfied with your work, could it possibly be because some personal value is at odds with the policies or practices of your organization? 

- If a manager is demanding something of you that you know to be contrary to the values and culture of the organization, what alternatives to leaving can you see?  With whom should you share your concerns before taking action?

                                                                                                                   

Previous articles on the subject of alignment:

Your Roadmap to More Effective Leadership (Jan 10, 2010);

The Stewardship Factor (May 2, 2010);

Stress and Job Dissatisfaction (April 4, 2010)

Why Vision, Purpose and Values are Still Important

© Copyright 2010, Dr. Larry N. Gay, http://mylead360.blogspot.com/ “Lessons on Leadership and Followership”

React to the Crisis or Respond to the Opportunity

            There is a difference between reacting and responding. We initially react to an emergency or crisis in an automatic self-protection mode. Responding, on the other hand, is intentional and requires thought, preparation and training. 

In an emergency the people closest to the event initially react to the circumstance. For example, when a gunshot is fired unexpectedly close to you, you might immediately be startled and crouch down or let out an exclamation or run in the opposite direction. A friend from the past who had been a prisoner of war and suffered from Post Traumatic Stress Syndrome would do all three in reaction to any sudden loud noise, even years after he was released. He would yell out “Hit it!” and jump to the ground or under a table faster than you could turn to see where the voice came from. That reaction was automatic in his case. Some would call that a conditioned response, but it was in fact an involuntary reaction.  

            My wife’s first reaction to seeing a spider is to run and call out, “Larry, come quick!”  That is also an automatic reaction. I suspect she does that even if I am not in the house at the time.  

            When we call 911 for help in an emergency, the first people to arrive on the scene to provide help are called “first responders,” not first reactors. The first reactors were already present and are probably victims of the emergency. Even if they were only witnesses to the event, they are likely to have been traumatized by what they saw or heard. Calling 911 was the first planned response, although even that might often be an emotional reaction. I don’t know what to do, so I panic and call 911. A lot of calls to 911, like a lot of visits to the emergency room at the hospital, really do not require emergency medical personnel.  Many calls for emergency help could be handled by people already on the scene if they were prepared to respond and not just react. First Aid and CPR training are designed to help people take control of the situation and respond in spite of their natural tendency to react by getting out of harm’s way or running from responsibility.

Respond Responsibly

To respond is to act responsibly. In fact, the words respond and responsible have the same Latin root word. My first reaction to a crisis will probably not be the best response. Reactions tend to be emotional while responses are more controlled.

React	vs	Respond
–      Emotional –      Spontaneous –      Unplanned –      Unprepared –      Uncontrolled (at least initially) –      Allows the other actor to be in control –      Victim		–      A choice –      Measured –      Planned –      Prepared –      Controlled –      Takes control and responsibility for own actions

Where do YOU Draw the Bottom Line?

            In the current economic downturn, most businesses have reacted to the crisis by drawing the bottom line too soon. Their reaction to the crisis has been to downsize and reduce costs by eliminating numbers of employees in an attempt to make their balance sheets look more positive for stockholders. With a good “bottom line” the corporate executive can look good and perhaps even be rewarded with a bonus from the savings.  

            An alternative would be to count the human cost in the bottom line and consider the stewardship responsibility these businesses have for their employees and to the community they should be serving.  As stewards of these resources, businesses should be looking for ways to not only keep the employees they have, but even how to add more jobs. What if the executives in an organization decided to forgo any bonuses and all the employees agreed to take a 10 percent cut in pay so no one would lose their job? What if, the executives looked at their own salaries and determined to downsize their own lifestyles to make resources available to add more employees and thereby increase the productivity of the business?   

            That sounds unrealistic, doesn’t it? Even so, as a leader you have been given a stewardship responsibility for the people you lead. Your personnel are not an expendable resource.  When your employees see that you actually care about them as people, that you are looking at the new opportunities to respond and not just react to the circumstances and that you are trying to work with them to find appropriate responses, what do you think their response will be?

Hints for Leaders:

A crisis can become a new opportunity if leaders take time to respond responsibly. What opportunity is this unexpected situation presenting? How should you respond? How can you lead your people to seize the moment, take responsibility and act as responders and not just reactors? Be careful not to spend so much time, energy and resources preparing for future scenarios that you miss the opportunity to adjust to unforeseen circumstances.

Hint for Followers:

How have you reacted to the most recent crises in your environment? How could you respond differently from your initial reaction?  What opportunities might be presenting themselves for change, growth or improvement? What responsibility do you have as a result of this opportunity? 

© Dr. Larry N. Gay, August 2010

http://mylead360.blogspot.com/  

P.S.
Consider the stories of Sarah (Genesis 18:1-15) and Mary (Luke 1:26-38). Both received astonishing news by a messenger from God. Both would give birth to a son. Both reacted initially with incredulity because this would be beyond the normal realm of logic—Sarah, because she was too old and beyond normal child-bearing years; and Mary, because she was unwed and had never had sexual relations with a man.  The comparison ends there, however. Sarah continued in her reactionary attitude with an emotional (perhaps even sarcastic) laugh expressing her doubt. Mary had a different response. "I am the Lord's servant," Mary answered. "May it be to me as you have said." (Luke 1:38) 

WOW! What different responses!