| Authentix Coaches div. SRL Systemtree Resources Ltd (est. 1980) |
| The values by which the leaders of an organization live strongly influence its culture, and the quality of an organization's culture determines the level of both its sustainable performance and the well-being enjoyable by its employees & associates. Therefore, as leaders, we must pay close attention to the values by which we live. "Value systems", wrote management consultants John Kotter and James Heskett, deans of the literature describing the many subtle linkages between culture and organizational performance, "when expressed in written form, often sound either hopelessly idealistic or vague to the point of uselessness, or even inappropriately religious (e.g. 'Treat others as you would have them treat you'). Yet that very value system is the key to performance nowadays because it tends to energize managers and get them to do what is needed to help firms adapt to a changing competitive environment." The ethics that Authentix Coaches bring to all our relationships and engagements are rooted in the following eight value disciplines: Honesty: The discipline of avoiding either inaccuracy or deception and of being reciprocally open about intents and evolving intentions Verbal Integrity: The discipline of being true to one’s word, or promptly honest in warning of exceptions arising because one was unable to anticipate intervening circumstances Empathy: The disciplines of (a) being actively present to listen to the needs, wants, desires, and interests of others in one’s family, client, team, prospect, community, or organization and (b) anticipating accurately the sensitivities likely to be excited by one’s desires to share (or hide) potentially painful or disturbing data, hypotheses, expectations, or possibilities with such people Accuracy: The discipline of caring enough about the communication of data, observations, facts, hypotheses, findings, questions, observations, assertions, feelings, needs, requests, and recommendations both to avoid misdirection and to engender mutual trust that the goals of the team/organization are being respected intelligently Clarity: The discipline of making sure that a message, either outgoing or incoming, has been understood before concluding that a communication cycle is satisfactorily complete Courage: The discipline of (1) either asserting or forbearing when seemingly idiotic convention supports the opposite, and (2) either accepting responsibility for a job, project, engagement, contract, person, team, organization, or community, or articulating honestly and accurately one’s reasons for declining to accept it – but only after carefully ascertaining that one is doing neither out of either bravado or egotistical desire for acclamation Discretion: The discipline of making faithfully practical protection, or properly authorized recognition, of the proper ownership of valuable or sensitive information Coherence: The discipline of (1) searching for, and either eliminating or explaining, the paradoxes underlying one’s own behaviour, assumptions and aims and (2) gently helping others to do the same. These eight values, when discussed seriously and serially through focused conversations involving either owners or employees, or both, have the simultaneous effect of "injecting prosperity" into organizations and modelling well-being for individuals. Tested in enterprises of up to 50 employees, Authentix Coaches see no reason to anticipate any limit in their applicability to larger organizations -- so long as the CEO has interest in the establishment or refinement of an intelligently structured set of corporate values (see chart indicating impact of culture on corporate performance). As leading individuals take interest in these values, inquiring and focused and unabashed curiosity is aroused, insight replaces rigid and out-of-date simplicities, and "aspirational value ladders of empathic authenticity" begin to be identified in customized, practical ways. What's more, annual per- employee output increases by approximately $25,000 to $35,000! But implementation is definitely not a one-shot announcement or even several follow-up cajolings! Professionals do find the Authentix Eight values initially attractive but, when called to account for a shortfall in, say, empathizing, many sporadically try to shoot one or another of the values down. Our experience is that such efforts, if supported by experienced coaching, eventually result in even more committed support, and also the identification of other values specifically needed in a particular organization's circumstances. Case Example: A client of ours had spent 3 years trying to implement an employee share ownership plan (ESOP). The company had incurred expenditures of tens of thousands of expert consulting dollars and many hundreds of hours by its most talented employees, but the ESOP task force leader was declaring himself "solemn" with respect to the chances for success of the ESOP's launch. Within a month of announcing a set of 18 values that were developed in consultation with Authentix Coaches and included the eight listed above, 90% of this company's full-time, more than one-year, employees had taken up the ESOP offering. Although no change in the already tabled offer was made to sweeten the ESOP deal, this figure is nearly three times what is typical of North American ESOP launches! you are an owner considering an ESOP, you might wish to begin imagining the positive impact a well-conceived ESOP launch can have on your chances for attracting capital or transferring ownership! More important, however, is active consideration of values that make clear sense for your company's circumstances. The Authentix Eight cannot be all of the values that define a sizeable organization's culture. Some values, such as service to customers or clients, are eternally critical to success. But trying one's best to include these eight in one's relationships with one's colleagues, bosses, employees, associates, and clients does increase the extent of one's own unique authenticity that manifests productively and attractively to others. One's efforts then contribute to an increase in the productivity of any group of which one is a member -- whether or not one is the appointed leader. After due consideration of these values, a very high percentage of both the owners and employees of virtually any enterprise will agree that their workplace culture will be better (more prosperous and more internally harmonious) if aspirations to become proficient in behaviours that respect these values become a guiding part of the development of the culture of their workplace. Finding the "hand holes" to pull oneself up, or help others up, any substantive "aspirational value ladder" is, of course, another step in the application of the idea of empathic authenticity to organizational life! And that is why Authentix Coaches' founder, Angus Cunningham, is now in the final stages of completing his book on the subject -- a book in which his successes and failures in researching, defining, and helping his clients install values that balance all stakeholders' interests are authentically described. |
| Our Engagement Values & Ethics |
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| Last updated: 091218 |
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| “Seeking equanimity, or at least poise, before either excitement or comfort, today’s leaders develop and share insight, sow inspiration, and apply our passions to advancing not only our own aims but also those of our families, clients, and supporting communities” |
