Unless there is conscious attention paid to your organization's results, processes, and culture, you can't expect intentional improvement. Yet pausing to reflect on these characteristics of the organization is not important to some leaders. Oh, I hope that's not true of you!
Consider sharing this article, “Reflecting on Your Organization’s Health,” with other leaders you support and who support you. Think deeply about how you can increase your awareness. Become more intentional about how frequently and deeply you evaluate what's happening in your organization.
When I started exploring the concept of values and unexamined beliefs about a month ago, I never expected the concept to be as revealing for me personally as they have been!
It has been exciting for me to gain clarity on the items in the attached article, “My Underlying Beliefs in Helping Leaders Improve.” Further, it has been enlightening to share these concepts with the clients with whom I've spoken in the past weeks.
This week's article, “When Your Behavior Doesn’t Align with Your Values,” springboards off of last week's. As soon as you spend some time articulating your values, you start recognizing discrepancies between what you claim is important and what you actually do. Maybe you can get by with that dissonance, but it bugs me!
You may be tempted to believe it is a unique flaw, but I think it is universal among us humans. Over time, you can continue to refine what's really important to you, so that there is greater consistency between what you claim you value and what you actually do. (People you work with will see that consistency, too---and appreciate it!)
Over the past few years, each time I've worked with a leader to identify his or her values, I've said to myself that I needed to write an article such as this one, “How to Identify and Articulate Your Values.”
With my two most recent articles, in which I emphasize the power of compelling beliefs (some of them clearly qualify as "values"), the timing seemed especially right.
If you are among the great majority of leaders who have never taken the time to articulate your values, I strongly encourage you to add this activity to your "to do" list. It is a powerful example of "reflection" time. There is no better way to seek potential improvement in the way you see the world (and your role in it).
Today's article, “Unexamined, Underlying Compelling Beliefs,” expands on my previous article. I'm very interested in your thoughts on this one. Sometimes I write what I know will work. This time, I'm taking a shot at what I think. If you agree, I'd love to hear your thoughts on the topic. If you disagree, I'd also love to hear your thoughts on the topic. Dennis