Being a grandfather is great. Last week we spent several days with the grandkids. You live to see how your son moves through life, and you can see how the generation continues with grandkids. In kind of a weird twist, as I have had so much time in business leadership roles, it came to me that just as a grandparent can see how each level of generation works, it is just like a CEO who can see how the manager and worker grow all at the same time.
A couple of years ago, when visiting my son, he was having a conversation with us when his daughter came up and asked for him. He responded, “I can’t right now, I’m busy.” Not the best response probably but he was involved with something that needed his attention. Later that night, we were with our granddaughter playing when her father came up to her and told her it was time to get ready for bed. Her response? “I can’t right now, I’m busy.” Mind you she was only 4 at the time but is a very talkative child and picks things up quickly. My wife and I just started laughing and couldn’t stop as my son was looking at us and wondering what the heck was going on. We then told him that he had said the exact same words to her 3 hours ago and that she was giving it back to him.
So, what does this have to do with being a CEO? Well, the example above is of modeling for your employees. What you do, they do. We can see it more clearly in the confines of grandparent, parent, child. It is harder to see in the work environment, but it still exists.
In a new book that I am working on, there is a chapter on values and another on culture. Whatever the values are of the owner/president/CEO, the employees below them will show. If you are radically transparent, then you will get real honesty from them. If you cut corners, they will too. If you treat customers rudely, expect the same from them. If you go all out to get things done that you say you will do, they will do the same.
It is a combination of culture and values that you create, maintain, and execute. It is work that requires your attention from the start of your business, the start of the day, until your work is done or you exit the company. Sometimes, you don’t know what sort of example you are exhibiting, as my son didn’t realize with his daughter.
How do you address this? By taking time to identify your core values and create the context in which those values play a part in your life. You can do a search for lists of values just about anywhere. Go through the list and find the 3-5 most relevant to you. Don’t do more than 7. Then on a separate sheet, take each value and write a sentence or two about how that value connects to your life and your business. This part of the exercise is necessary so that you can internalize and externalize those values, otherwise it is just a list.
Review your list occasionally. Maybe each month to start and after a little while quarterly. Ask yourself, am I displaying these values and incorporating them in my work? It should be a time of reflection on your part, active reflection. What should I change, what should I strengthen, what should I eliminate, what should I add?
You might think that this discussion is kind of esoteric and not vital to your business. My experience is that the values of the president or CEO are vital to the overall culture of the company. It is not a bottom-up function, but strictly top down. I have seen the culture change in a month when a new president is appointed. And I have seen it change in both directions.
So, what is the call to action for you? Take an hour for yourself and write down your values and the context. Then compare them to how your business and life are moving. Is it the way you really want it moving? Don’t jump to immediate changes. Ask the questions of change, strengthen, eliminate, add. Let it evolve in you and your work. Be conscious of your choices. Then share what you have learned about yourself with your employees. Make it real for them. Give them time but also give them guardrails. Just as you would with kids and grandkids.