Last month I spoken with two people, whose companies had
radically different displays of Congruence--the portion of Trust
that shows how well everything you do reflects that which you say.
(See the end from the column to get a free download on the questions
from the Strategic Alignment Survey, which measures Congruence,
and additional factors of Trust and Alignment.)
Bill is often a senior manager in a tiny company that imports and
distributes products for agriculture and industry. In his late
forties, he's intense, always making the business,
continually researching ways to improve profitability.
We were discussing the role with the senior management team,
and the need for leading by example. The owner believes
that staff is the key to serving the buyer, a belief
shared passionately by Bill, as well as the other members from the
senior management team.
"I wouldn't contain it any other way," says Bill. "I joined this
company because I knew the master, and this he's what kind guy
who means what he admits that, and leads by example."
The company is successful, as well as their practices show they
value the frontline employees. "We think that the frontline
workers are the most critical people inside company. It's
their actions that keep our customers happy, that maintain
great relationships with your suppliers and vendors."
This means that when Bill sees a difficulty, he checks first with the
employees to acquire their take on the answer. It's also why
morale is very high in Bill's company.
Contrast Bill's situation with Rita's. Rita can be a senior
manager in a very much larger organization. Her division has
several hundred professionals, when I mention morale, Rita
reacts having a rueful laugh.
"Morale? It's terrible," she says. "The employees aren't
stupid. They hear senior management talk an excellent game, but they
observe that management's actions don't reflect what you say."
Employees aren't consulted about changes that affect them,
about methods to problems.
"Solutions," says Rita, "are mandated by senior management,
with no employee input. And the solutions usually make things
worse, not better. Employees identify that senior management cares
about themselves, instead of the employees."
Communication is poor, and management's actions often express a
disregard for your staff, to ensure employees don't believe
for the moment that management really really cares about them. And it
shows in low productivity.
What Bill and Rita are dealing with is Congruence, the
consistency between what individuals say and what you do.
When Bill's senior management team says they care about
employees, they're believed. When Rita's team says the same
thing, they may not be.
The two behaviors that build Congruence are Straightforwardness
and Honesty.
Being straightforward means communicating clearly and frequently,
giving people clear goals and responsibilities. It means
telling people what on earth is expected in performance, and identifying
the rewards for successful performance, along with the consequences
for falling short.
Being honest means telling the truth at all times. Honesty
means that in case we can't tell someone something, we say so. If
we have no idea of the answer, we say so and promise to determine.
If we get it wrong, we be honest.
When we're straightforward and honest, we meet conflict
head-on, and never sweep important issues in the rug.
Bill reports another to being straightforward and
honest: Some folks who aren't contributing will leave the
organization, voluntarily or when you're fired. Either way,
those who can't work with this kind of environment will leave,
making the organization better.
The opposite will occur in Rita's organization.
Good folks who see no consequences for poor performance, who
see a disconnect between what management says and what they have to do,
will leave the group. Also, poor performers will be
more more likely to stay, which reduces effectiveness and
profitability.
This tale of two companies shows that what senior
management says MUST be congruent with what you do.
The same pertains to your team. If you're the c's leader,
you're the "senior management" on the team, and you also must be
congruent. That means being consistent, being straightforward,
being honest.
What have you been doing to show off Congruence? How would the people
around you rate your being straightforward and honest?
If you need a free copy from the 58 questions from the
Strategic Alignment Survey, follow on on this link and follow
the directions for downloading the pdf:
Until next edition, keep in the lead!
Copyright (C) 2016 by Terry Wall
For information about my Leadership & Executive Coaching services:
radically different displays of Congruence--the portion of Trust
that shows how well everything you do reflects that which you say.
(See the end from the column to get a free download on the questions
from the Strategic Alignment Survey, which measures Congruence,
and additional factors of Trust and Alignment.)
Bill is often a senior manager in a tiny company that imports and
distributes products for agriculture and industry. In his late
forties, he's intense, always making the business,
continually researching ways to improve profitability.
We were discussing the role with the senior management team,
and the need for leading by example. The owner believes
that staff is the key to serving the buyer, a belief
shared passionately by Bill, as well as the other members from the
senior management team.
"I wouldn't contain it any other way," says Bill. "I joined this
company because I knew the master, and this he's what kind guy
who means what he admits that, and leads by example."
The company is successful, as well as their practices show they
value the frontline employees. "We think that the frontline
workers are the most critical people inside company. It's
their actions that keep our customers happy, that maintain
great relationships with your suppliers and vendors."
This means that when Bill sees a difficulty, he checks first with the
employees to acquire their take on the answer. It's also why
morale is very high in Bill's company.
Contrast Bill's situation with Rita's. Rita can be a senior
manager in a very much larger organization. Her division has
several hundred professionals, when I mention morale, Rita
reacts having a rueful laugh.
"Morale? It's terrible," she says. "The employees aren't
stupid. They hear senior management talk an excellent game, but they
observe that management's actions don't reflect what you say."
Employees aren't consulted about changes that affect them,
about methods to problems.
"Solutions," says Rita, "are mandated by senior management,
with no employee input. And the solutions usually make things
worse, not better. Employees identify that senior management cares
about themselves, instead of the employees."
Communication is poor, and management's actions often express a
disregard for your staff, to ensure employees don't believe
for the moment that management really really cares about them. And it
shows in low productivity.
What Bill and Rita are dealing with is Congruence, the
consistency between what individuals say and what you do.
When Bill's senior management team says they care about
employees, they're believed. When Rita's team says the same
thing, they may not be.
The two behaviors that build Congruence are Straightforwardness
and Honesty.
Being straightforward means communicating clearly and frequently,
giving people clear goals and responsibilities. It means
telling people what on earth is expected in performance, and identifying
the rewards for successful performance, along with the consequences
for falling short.
Being honest means telling the truth at all times. Honesty
means that in case we can't tell someone something, we say so. If
we have no idea of the answer, we say so and promise to determine.
If we get it wrong, we be honest.
When we're straightforward and honest, we meet conflict
head-on, and never sweep important issues in the rug.
Bill reports another to being straightforward and
honest: Some folks who aren't contributing will leave the
organization, voluntarily or when you're fired. Either way,
those who can't work with this kind of environment will leave,
making the organization better.
The opposite will occur in Rita's organization.
Good folks who see no consequences for poor performance, who
see a disconnect between what management says and what they have to do,
will leave the group. Also, poor performers will be
more more likely to stay, which reduces effectiveness and
profitability.
This tale of two companies shows that what senior
management says MUST be congruent with what you do.
The same pertains to your team. If you're the c's leader,
you're the "senior management" on the team, and you also must be
congruent. That means being consistent, being straightforward,
being honest.
What have you been doing to show off Congruence? How would the people
around you rate your being straightforward and honest?
If you need a free copy from the 58 questions from the
Strategic Alignment Survey, follow on on this link and follow
the directions for downloading the pdf:
Until next edition, keep in the lead!
Copyright (C) 2016 by Terry Wall
For information about my Leadership & Executive Coaching services:
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