Why some of your policies along with your training could mean NOTHING!
One of the statements made during the interview struck a cord with me. "It's not what you teach, it's what you tolerate that makes the difference." The phrase was a reminder ot the what I've espoused over the years concerning human behavior i.e., "People work to the expectations that you give them. If you expect less than the best, then that's what you'll get."
Laying down the rules for your children means nothing if you don't hold them accountable and reinforce desired behavior with BOTH the stick and the carrot. In today's society I see more homes run by demanding kids than by parents precisely because the "telling" children how to behave is nothing more than empty rhetoric absent follow up and insistence.
God did not hand down the 10 really cool ideas, 10 suggestions for living, or recommendations you may want to consider for a happy and positive best life now. NO, they are 10 Commandments. And although there are many who will discount it, there are consequences for not following them, especially #1.
All to often, I run into management types who want me to conduct training programs to "fix them," meaning their employees, customers, vendors, etc. What they are wanting is people who are dedicated, dependable, loyal, on time, self starting people who care for the business just as much as the major share holders do. The challenge with this is, that the behavior of top management is not congruent with communication sent to the masses. It looks like a one way street for many people, hypocritical at best and just plain dishonest at worst.
Telling is not training and teaching without accountability could be worth nothing and a waste of time.
Instead of giving you a list of "Do's" here's a small list of "Dont's"
1. Don't go any further in your business/organization/department until you have clearly stated the operating principles which can not and will not be compromised.
2. Don't over look or excuse non-conforming behavior because someone is a talented person, friend, high producer or has a lot of seniority. The good they bring to the organization is heavily out weighed by the harm they cause the organization and to your creditability as a leader.
3. Don't confuse others with your unclear or fuzzy messaging or expectations. There are some things that are simply black or white. There is NO gray area. Identify them and then, unequivocally, communicate them.
4. Don't draw "a line" and then not act on those who cross the line. If you do, you have changed the expectation which will result in others ignoring "the line" altogether.
5. Don't get stuck on "trendy" thinking about moral or ethical opinions or concepts. Know what you believe and why. Consultants and book writers might give you some ideas, but you must discover, deep down inside of yourself, what is right.
6. Don't jeopardize the organization by trying to please everyone, because it will never happen. Have policies and procedures that make sense to the customer, to the employee, the community and for the good of the business.
7. Don't ever tire of doing what's right. It's not always easy. It's not always popular. It's not always expediedent. And it's not always profitable.
The Apostle Paul said it best....."I have the right to do anything," you say-but not everything is beneficial. I have the right to do anything - but not everything is constructive. No one should seek their own good, but the good of others."