Leaders: Are You Connected to You?

Okay, so you know by now that in my book, Who’s in the Driver’s Seat,  I tell the story of two leaders George and Dave.  George has his ego in the driver’s seat, which switches his team off.  They are tuned-out, de-energized and deliver poor performance.  Dave on the other hand knows how to manage his ego and instead put his spirit and energy in the driver’s seat.  His team members are ‘jazzed’ (a slang word, but it is so descriptive!).  And they deliver exceptional performance.

So two weeks ago I actually ‘met’ Dave’s employees (metaphorically speaking) when I visited a company called Zappos. Oh My!  What an experience!  You know, authors and theorists can write about engaged and happy employees; they can write about participative, interactive employees filled with pride and passion for their work and their workplace.  But how often have you walked through a company and actually felt  the energy and pride and commitment and excitement of the employees?  And I mean actually feel it as though it is something palpable that hangs in the air.   Well that is what happened to me two weeks ago when I visited Zappos to work with a group of leaders and managers.  What the textbooks call ‘employee engagement’ (such a drab intellectual term)  was absolutely alive and well at Zappos. 

  
I have been raving about what I saw at Zappos to anyone who will listen because the level of spirit, energy and enthusiasm of the employees at Zappos is a remarkable phenomenon. The Zappos leadership has clearly created a culture, based on values that empower people to feel free to be true to themselves, express their dreams, share their insights and maximize their talent. 

My business development concept of Spirited Economics™   is based on the foundation that when leaders know how to ignite the spirit of the employees and then know how to take the remarkable energy that is released and focus this on the business goals, the financial results will be spectacular.  The elevator version of this is that Spirited Economics™   is about using employee spirit as a quantifiable financial asset. (Note: by ‘spirit’ I mean the energy and life-force that results when people are authentic).   It follows then that for leaders to be able to build an organization with a spirited culture, powered by spirited employees, their core values would need to support this.

So the question is, ‘What are these values when they are being practiced in a real way?   Because here’s the deal, there are real values and then there are written values.  Real values are an authentic and essential part of who we are at our core.  So what are the real values that build spirited companies that deliver great performance?  And how do you discover if these are your real values?

How do I discover my values?

You can discover what drives you by going through the 'Spirited Economics™ Behavior-Values Checklist'.  This is a series of questions that reveal what values you are currently displaying based on the behaviors that others see you demonstrating.   Here is an example of 4 of the behavior-values on the checklist.
Others would agree that I display these behaviors:

 My Behaviors                                                                             My Values

I communicate openly and honestly.                           Transparency       

I constantly update my skills and knowledge.            Continuous Education  

            
I enjoy being challenged by others.                             Debate and Dialogue

I use the word ‘we’ more than ‘I, me, My.’                  Collaboration

To view the full checklist, click HERE and download the complete Spirited Economics™ Behavior-values Checklist. When you complete this checklist, if you find that you are currently not displaying these values, be aware that it could be for two reasons:

1.    First Reason  The particular values in this checklist are not an authentic and essential part of who you truly are. And that is okay because no two people have exactly the same values and no one’s values are right or wrong.  What is most important is whether you are living and behaving in a way that connects you to that amazing energy and passion that is released when you are true to your unique personal values!   And that there is values-fit between you and your colleagues and the company you work for.

2.    Second Reason  The values in this checklist are your true values but you have forsaken them in order to fit in with others.  This is not okay.

You might think about this: “If I did not need the job I have (or the job I am looking for) what would I do or say that I want to do and say but am holding myself back.   This will give you the clue to whether you are being untrue to your real values.

Ultimately, this exercise is about being true to the spirit of who you are, which also means being true to your values.  Because when you do this others respect and admire your courage and integrity and they feel free to be true to the spirit of who they are.  When this happens people can get on with being the very best they are capable of being and deliver extraordinary results!