Part 1: Live the Values
It has been said, “Leaders aren’t born; they’re made.” The Bible, however, is full of examples of leaders being “shaped” through the throws of life – shaped for service to God and their fellow man. As servant leaders, you and I are not on a pedestal for our renown, but on a Potter’s Wheel being refined and shaped for service by the Potter’s hands. Ultimately, our potential as leaders will be determined not by born leadership, but by letting ourselves be crafted through circumstances, instruction, observations, reflection, failures, and renewed efforts. Leaders who make the greatest impact have spent years in the leadership development process themselves.
Choosing values to live by as a leader:
Strong values are the unchanging principles on which our decision-making system is built. They are the bedrock of strong leaders. Clearly, values are a very important part of our culture, within the Church environment, and in local companies. Organizations rise and fall based on a firm set of values.
Case in point: Have you ever experienced the service and food at Chick-fil-A? Their key phrase you will undoubtedly hear before leaving is, “It’s my pleasure.” The staff are very pleasant, the managers called “operators” consistently provide hands-on service, and the food is just…well, amazing! What values would deliver such a consistent experience across each Chick-fil-A restaurant? Note their core values:
We're here to serve: We keep the needs of Operators, their Team Members, and customers at the heart of our work, doing what is best for the business and best for them.
We're better together: It's through teamwork and collaboration that we do our best work. We're an inclusive culture that leverages the strengths of our diverse talent to innovate and maximize our care for Operators, their Team Members, and customers.
We are purpose-driven: We model our Purpose every day, connecting our work and daily activities to our business strategy, supporting each other's efforts to be good stewards who create positive impact on all who come in contact with Chick-fil-A.
We pursue what's next: We find energy in adapting and re-inventing how we do things, from the way we work to how we care for others.
These values are the focal points that have led Chick-fil-A to unprecedented success in the restaurant industry.
Good decision-making as a value:
Effective leaders are principled leaders. They know what they stand for and behave in ways consistent with their values. They know the values and they live the values. As a result, people often admire these leaders, even if they may at times disagree with them. Leaders sometimes face situations and decisions in which the most appropriate action carries with it a backlash of negative reactions, concerns, complaints, problems, and even the possibility of personal risk.
That is why as leaders we must be circumspect in our decision-making. We must remember that our teams look to us for consistency, equity, fairness, and direction. Therefore, it is imperative that we weigh the choices and think through potential outcomes of our decisions. An imperative part of our decision-making must include treating people right. That includes not only our team members, but also everyone within the congregation or company. We talk the same talk and are consistent with the delivery of our message—in word and deed.
Studies show that credibility is very important for successful leadership. One of the most reliable ways to build credibility with our team is to Walk the Talk. Every time our actions match our words, team members have more respect for us as a leader, and more confidence in our words. The manager who established a policy of no phone use in meetings is admired when she declines phone calls and notifications, but loses credibility if she is checking her social media feed during a meeting. Walk the Talk seems like small potatoes, but is actually the potato farm.
What are some ways we can earn and protect credibility in our work, faith, and family communities? How can we live the values?
1. Keep Your promises: Making promises isn’t about making others feel good. People are more interested in being able to depend on what you promise than in feeling good. Just keep the promises you do make, and they’ll trust what you say.
2. Speak out for what you think is important: If people have to guess how you feel about something, they may assume wrong. Save them the trouble. Leaders should not shy away from explaining their rationale and why.
3. Err on the side of fairness: Be fair to all. People know things are not always clearly right or wrong. Sometimes you must make difficult decisions that affect many people. Sometimes those decisions include having to de-hire some people. All people ask is that you be fair at all times – regardless of the type of decisions you have to make.
4. Do what you say you are going to do: Just let your “yes” be “yes,” and your “no” be “no.” When you tell others you’re going to do something, they should be able to consider it a done deal.
In short, values make the man or woman. They make the organization. Thoughtful decision-making and a life of integrity are just two of many values that establish the longevity of a legacy.
What are the values that mark your life and/or organization?