A Quote by Jim Craig
...how engaged are your employees right now? You may consider such a question impossible to answer, but the truth is, you need to know this if you want a more profitable, ethical organization, as everyone must share the same values to make the changes genuine
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Products, profits, and paychecks are not enough anymore. These days, society cares how you treat your own workers. Customers want to know you promote the same values inside your walls as you do outside; job hunters want to know you care about them before they send in an application. Your culture is your brand. You need to create an organization where your employees believe in what you do.
Your values are your current estimations of truth. They represent your answer to the question of how to live.
Pause now to ask yourself the following question: 'Am I dreaming or awake, right now?' Be serious, really try to answer the question to the best of your ability and be ready to justify your answer.
When a young artist asks me a question, I want to do what I can to give them an answer if I have it within me. I know what I know. I won't make up stuff. But if it's something I've been through, I'll share my experiences and tell them the truth.
The very condition of having Friends is that we should want something else besides Friends. Where the truthful answer to the question "Do you see the same truth?" would be "I see nothing and I don't care about the truth; I only want a Friend," no Friendship can arise - though Affection of course may. There would be nothing for the Friendship to be about; and Friendship must be about something, even if it were only an enthusiasm for dominoes or white mice. Those who have nothing can share nothing; those who are going nowhere can have no fellow-travellers.
To me, I think we want an organization that's aligned. We want an organization that has the same vision. But we don't want an organization that all has the same ideas. We want people that are willing to argue, fight, scratch and claw, but everyone is working together.
Questions are places in your mind where answers fit. If you haven't asked the question, the answer has nowhere to go. It hits your mind and bounces right off. You have to ask the question - you have to want to know - in order to open up the space for the answer to fit.
If you are asked an overly invasive or personal question, you have the right to refuse to answer. Likewise, if you research a professional opportunity and it doesn't feel right, or if you are not being offered payment for your professional services, that may be a sign that you should consider saying no.
Unfortunately, to succeed in business, organizations need to make difficult choices all the time-what to do and, more important, what not to do. The truth of the matter is that whenever we make a difficult choice, some people will win and some will lose. The winners will be happy and the losers unhappy. It's impossible to make everybody happy all the time. If everybody in your organization is happy, that may be because you're failing to lead them.
One of the best ways to make growth personal is to give employees a share in their firm, a real incentive to go the extra mile, more of a 'John Lewis Economy' if you like...We know that firms where employees are engaged and own a stake do at least as well as other companies in the good times and have performed even better in recent bad times. Expanding and recruiting at a much faster rate and achieving better productivity...So, why do they make up just 2% of our business landscape?
People always ask me, how do you teach core values? The answer is, you don't. The goal is not to get people to share your core values. It's to get people who already share your core values.
Real love is on the inside. It's somebody you have a common ground with, you share the same values, you share the same interests, you share the same humor, you share all those things that are things that will last you the rest of your life.
I never buy anything unless I can fill out on a piece of paper my reasons. I may be wrong, but I would know the answer to that ...I'm paying $32 billion today for the Coca Cola Company because... If you can't answer that question, you shouldn't buy it. If you can answer that question, and you do it a few times, you'll make a lot of money.
Most years, if you were to ask me how much I make, the genuine answer is that I have no clue. I usually find out the answer to that question once a year, at tax time, when my accountant tells me.
Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.
Don't make your audience play Jeopardy. Giving your answer before asking the question puts your audience at a disadvantage. It will also reveal your biases. Make it clear what question you are trying to answer first. Then allow your audience to engage in answering the question too.
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