Are we the leaders we need?

No doubt you’ve noticed that the world is a pretty chaotic place at the moment. There are unpredictable mechanisms in motion in most regions of the world. Some are catastrophes and some are evolutions that seem like they could just as easily go the other way. During my childhood we had the cold war – which as black and white. Then we had perestroika and it’s idealism – “the new openness” that later gave way to realism. All the while the west enjoyed great prosperity that fueled never before seen growth in China, India and in many other countries in Asia.

When Ronald Reagan demanded that the Gorbachev tear down the wall dividing Germany it was easier to have a grand vision. Freedom, democracy. progress.

The world has gotten more complicated since then. Democracy has been tried using different approaches with varying results in many places. Some have gotten unimaginably wealthy at the cost of the stability of the world’s economy. Only some of them have been punished for their irresponsibility and selfishness.

As a father of three young children, it’s hard not to wonder what kind of world they will live in. Richard Barrett, a leading values guru, wrote an interesting post on the state of leadership in 2011. It was pretty bleak and resulted in one comment (from me, after more than two months). Are we asleep at the wheel merely working to “get ours?”

Have we given up our capacity for healthy values and  vision, and instead settled into a sort of drugged apathy fueled by consumerism? Is this a gap between generation shifts?

For me, these are important questions and they need to be addressed. What will you do?

Will you be one of the leaders we need?

Adecco Medical Norway show’s us how important values are

The importance of values-based leadership demonstrated by Addecco.

Hindsight is always 20/20, right? It’s easy to be critical of others’ mistakes, however sometimes it’s important to learn from them.

I’m sure the former director of Adecco Medical never intended to end up in the situation he finds himself in now. It’s also impossible to say how and why he ended up there. What causes a respected company that provides a critical service to makes such horrible decisions? We’re talking about the kinds of decision that, once they become publicly known, cause great damage to the company’s business and reputation. Lying about it to the press only makes it worse, especially when the things be lied about are items of fact.

So what happened here and how can companies prevent this sort of thing happening in the future?

In August of 2010 I had a meeting with a CEO where we spoke about corporate values. His statement on the matter sums up how I think many leaders feel about the subject:

“Aren’t values something you just decide and then get back to work?”

That depends on who you and your organization want to be. I’m sure Adecco has corporate values, they may even be plastered all over their business cards, conference room walls, websites and annual reports. The thing we know for sure is that if they have them, they are not lived. They don’t walk the talk.

The fact that businesses are in business to earn a profit makes it extremely important that there is a counter-balance, a human element if you will. If we’re in business only to maximize profits we’ll make decisions to that end and potentially that end alone. In that setting it could be okay that employees work like the employees in Adecco did.

Is that good enough or do we expect something more from ourselves and companies we interact with on a day to day business?

Values help us decide what we should do when we think no one is looking.

Many companies invest a great deal of time on values processes that include the employees and then communication them far and wide.

In fact, the only thing that is critically important once a company establishes it’s values is that the CEO and leaders on all levels ensure that they behave according to them. Not doing so is not only extremely dangerous for the company (ala Adecco), it also creates a counter-productive culture that takes years to turn around.

Read more about the Adecco example:

Synopsis from newsinenglish.no:

Following a Norwegian Broadcasting (NRK) investigation last week, which revealed that employees at Adecco Helse’s Ammerudlunden nursing home in Oslo had been working 84-hour weeks for years and slept in the basement, evidence of even more serious illegal activity has now been discovered at the Midtåsen nursing home (also in Oslo) and at Greverud in Akershus. At Greverud in particular, employees have apparently worked 100-hour weeks, with 20-hour days, for as long as 20-day stretches.

In English: newsinenglish.no

In Norwegian: NRK broke the story initially

Why?

How great leaders inspire action, Simon Sinek @ TED Talks

In this video Simon Sinek does an excellent job explaining what inspires people. Business consultants have been talking about the importance of values for years and they’ve been right. However, the term values may not be as easily understood as we like to think.

Sinek talks about values and purpose in a simple and practical way and we liked that. We hope you like it to.

Tom Friedman @ The New York Times – some thoughts on values

Thomas Friedman, author and regular opinion writer for the New York Times, has spent the last several years writing about international affairs, globalization, and climate change/green business. Today’s piece in the New York Times includes some thoughts relevant to business leaders thinking about corporate values; more specifically what types of values actually matter and have an influence.

Read the article here