adopting VALUES DRIVEN behavior.

Over the past decade of research, we’ve identified 5 values-based behaviors that bond us together and grow trusting relationships. By practicing these principles on a consistent basis businesses you’ll be able to navigate the the ascent to higher ground. They are quite possibly the most transformational behaviors you could apply to your daily decision-making process as they provide an ethical context to the way you live and work.

 
 
 
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RELATIONSHIP VS. TRANSACTION

People who desire to build meaningful relationships are intentional about the process.  While it may seem logical, the pervasive view of how we work places too much emphasis on the transaction.  The one with the most sales wins—oftentimes, at any cost. Even though a relationship lasts longer than the moment it takes to exchange goods for services, it’s temtping to take the path of least resistance.  Investment in building a relationship takes time, but the long-term rewards are worth it.

Purpose Before Profit

Choosing a life of values doesn’t mean ignoring the bottom line. That said, if companies only exist to make themselves richer at the expense of others, then there’s no place for employees and customers to meet and share values.  With a greater sense of purpose, profits take on a new meaning. Employees feel emotionally connected with company purpose and customers reward those companies with satisfaction and loyalty.

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TRANSPARENCY VS. OPACITY

Authentic, honest communication is the backbone of trusting relationships.  The most common mistake senior leaders make is not communicating openly and often with employees.  In fact, the most common complaint among disengaged employees is that management makes decisions that affect their lives without communicating the “why” behind the decisions. Void of communications, employees often mistakenly respond by “filling in the blanks” which, left unchecked, can produce devastating results. 

Conviction vs. Compliance

The tension between compliance and conviction has always existed in corporate America.  Conviction, of course, is simply doing what’s right regardless of whether anyone sees it.  It takes courage to lead with conviction.  We’re naturally drawn to leaders who do.  Doing what’s right grows trust.  It’s a reflection on the work we do and how we feel during the process.

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Advocacy vs. Apathy

The highest form of demonstrating real concern for another is to advocate on their behalf, and to invest in doing what is best for someone else.  The benefit is something far deeper than any amount of revenue could return.  Perhaps the greatest benefit of advocating for others is that when you or your company finds itself in need, those you have invested in respond by returning the favor.

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