In my last post we discussed the need to courageously face the brutal facts and resist the temptation to “bend the map”. So, for leaders, the obvious follow-up question’s are:
- Where do we find this courage?
- What’s the solid foundation we can plant our feet on?
- Where do we find the confidence that, regardless of the outcome of our decisions, we can rest knowing we made them based on strong values and clear convictions?
It’s in this last question that we find the foundation to having the courage to make those tough decisions. We need to seek, find and articulate both our personal and our organizational values and beliefs. So to that end, let’s take a brief look at both core values and beliefs and the critical role each play in making tough decisions.
Core values answer the question – what’s most important? What are the things we’re willing to work and sacrifice for, and never compromise on? What’s so important that we’ll defend these values even if it causes great pain and loss? Think of the great price paid by the men and women of our military to defend our nation’s core values of liberty and freedom. Core values, when used in decision-making, provide a guide on what we’re willing to do and not to do.
The second half of our foundation for courage is knowing our core beliefs. Core beliefs answer the question – what do we believe to be true? They’re different from core values because they’re found outside of ourselves or our organization not from within. Though they’re similar to core values, because when they’re core we’re willing to defend, sacrifice, and suffer pain and loss because of them. However we must remember that core beliefs are true regardless of whether everyone values or believes them. Articulating core beliefs is an act of acknowledging the reality in which we live and work and gives us a solid foundation to face and make difficult decisions. It keeps us from “bending the map” and helps assure we’re making decisions that match up with the realities of the world.
So as leaders we have the dual responsibility of knowing and articulating both our personal as well as our organization’s core values and beliefs. They provide us the foundation for the courage we need to make tough decisions, the peace of mind we seek during difficult times and the guard rails to keep us on track.
If you’ve never articulated your personal and your team’s core values and belief’s I encourage you to begin the process as soon as possible. Taking time before the new year begins will help you and your leadership prepare for the inevitable tough decisions that will come your way in 2016.
It’s the day after the 2014 mid-term elections and I’m reminded once again by the importance trust plays in the relationship between leaders and those who choose to follow. In politics, it seems, we’ve become obsessed with what I call Ethical Trust. Ethical Trust’s built when people share the same core values and the same fundamental beliefs about the world. It’s a powerful trust that drives so much of our political process. And, for sure, it’s the most important trust. It’s hard to follow a leader where there’s little or no ethical trust.
But because it’s the most important trust, we tend to believe it’s the only trust a leader needs. But it’s not. A leader needs, and a potential follower should demand, a second absolutely essential trust. You see it’s one thing to have Ethical Trust but there’s another kind of trust built on making good on the implied promises Ethical Trust makes. This second trust is what I call Competency Trust. It’s the trust that comes when a leader can and actually meets or exceeds performance expectations and delivers on their commitments. They deliver because of their experience, ability and will to succeed. Too often we vote for and elect officials (or put our hope in leaders) based only on Ethical Trust and we forget to ask – “can they actually deliver on our shared values and beliefs?”
So both Ethical and Competency Trusts are absolutely essential for a leader to succeed. Because earning the full and complete trust of those who choose to follow is the only way effective leadership happens. And without trust there is no leadership, only management, dictatorship, or simply ineffectiveness.
So whether you’re a leader, or choosing to follow one, never accept just one kind of trust, if you do, you’ll either disappoint or be disappointed because the job will not get done.
As Denise and I walked through a building on the Yard, we saw the words, “Excellence without Arrogance“, predominately displayed. As many of you know our third child, Mitch, entered the United States Naval Academy this summer as a freshman, or as they’re known as – Plebes, and where the campus is referred to as the Yard. When I read this maxim, six weeks into Mitch’s Plebe summer (basic training), I knew immediately it wasn’t just a pithy saying that someone painted on the wall but was a value that my son, as well as the other 1200 Plebes, learned during their training.
How do I know this?
First, the people affiliated with the USNA that Denise and I met, be it Naval and Marine officers, upperclassmen, facility and support staff, all demonstrated this incredible balance of excellence and humility. They were both gracious, friendly and helpful as well as they oozed with professionalism, commitment and excellence.
Secondly, when we were with Mitch that weekend, we saw change in him. He was no longer the same person we dropped off on Induction day. His sister, Christina, describe it best when she said “Mitch seems more confident and less arrogant.” An interesting play on words but an accurate description of this important Navy value, Excellence without Arrogance, becoming a reality in a future officer.
So here’s what we, as leaders, need to grapple with – a value of an organization or individual is not core just because it’s written on a wall, a card or in a website. It can only be core if it is so deeply embedded that it oozes out in such a visible and tangible way that others outside the organization can see, experience and name the value without ever reading the website.
Generally, the principles and values I learned as a Boy Scout have helped me in my life. But sometimes, unfortunately, I’ve confused the habits I’ve formed as a result of a lifetime of practice with the actual principles and values I’m committed to, as I did in getting ready for the AT.
In particular, the Boy Scout motto, “Be prepared”, is burned so deeply into my psyche that I now, out of habit, over pack for every trip. For example, when I go to Canada fishing I always pack two (and sometimes three) of everything piece of essential gear just in case I, or someone else on the trip, loses or breaks something. This has worked for me because I don’t have to carry any of this gear on my back.
But that’s not the case with the AT. All the food and gear I brought with me I had to carry. That meant those extra meals, shirts, pants, socks and underwear, the extra flashlight and bottle of stove fuel (and if I would have had room – extra shoes, hat, and a solar charger) were dead weight I carried every one of those 70 miles. I estimated it all added up to an extra ten pounds (or about 25% of my total pack weight).
Now ten pounds may not sound like a lot when one wants to “be prepared”, but in reality it was like carrying a gallon of milk, in addition to the rest of my gear, for 70 miles up and down mountains.
You see, with so many people on the trail, with towns, stores, hostels and roads dotted all along the path, the best way to be prepared is to know where you can get something if and when you need it. It’s why some people hike the AT with only 25 pounds of gear (a little more than half of what I was carrying). So the hard truth was, if I was truly prepared like a good Boy Scout, I would have known this about the AT and would have packed much lighter.
So what’s the lesson in all this? Do not confuse a motto, value or principle with its application. Memorizing a motto (Be Prepared) is easy. Learning a single way to apply it (over packing) is a mindless habit. But leadership requires the wisdom to know when a context is different, because different contexts requires different applications of those timeless mottos and values.
So how do I know this? Because, for seven days, I felt it deeply in my hips, shoulders, knees and back.