Leader, set the tone!
Leader, set the tone!
I see the best leaders as individuals who step forward, unafraid to roll up their sleeves and work alongside their team. They’re confident enough to admit when they don’t have all the answers and humble enough to seek input from others.
The other day, at a children’s party, I struck up a conversation with another parent about their work. Small talk, but with genuine curiosity. This parent happens to be a pilot – already a fascinating job. What stood out even more was the story he shared about the owner and founder of the airline he works for. It was a story that truly resonated with me.
The pilot recounted a memorable interaction with this leader. They had flown together on the owner’s private plane to inspect an airfield, with the pilot and others joining as technical staff. Upon landing, everyone disembarked, except the owner. After a while, he emerged, dustpan and broom in hand, cleaning his own plane. He didn’t need to; he has staff for that. Yet, he chose to do it himself. He walks the talk. According to the pilot, this wasn’t an isolated act. The owner treats everyone with the same respect, from the person washing his car to the one serving his tea.
As someone who frequently engages with businesses about values and culture, I asked the pilot how it felt to work there. His response was both inspiring and thought-provoking. He said he loves it – the culture is exceptional. But with the leader stepping back from the “driver’s seat,” he was concerned about whether things would stay the same. The company was already introducing new processes, policies, and structures. In his words, “We’re becoming an IT company that occasionally takes flight.”
This honest reflection underscores a key truth: leaders set the tone. Whenever there’s a change in leadership or ownership within a team or organisation, concerns naturally arise. However, it’s not solely the leader’s responsibility to uphold the company’s principles. A critical question in discussions about succession and change is: How do we retain the core values while encouraging growth and progress?
This is not an easy question to answer, but here are a few guiding principles:
1. Ensure shared values: Align the organisation around a set of core values that are widely understood, embraced and rewarded.
2. Communicate clearly and often: Transparent and frequent communication builds trust and clarity during transitions.
3. Invest in trust: Be honest, consistent, and trustworthy. Trust is built deliberately through actions, not just words.
4. Avoid over-reliance on processes: Don’t cling to rigid systems or policies in an attempt to maintain control. Excessive rules can stifle creativity and critical thinking. Instead, keep processes simple and stay true to the core principles that have driven your success.
Change will always bring some resistance and concern – it’s human nature. But we can navigate it better by staying grounded in our values and deliberately fostering trust.
We help teams and organisations successfully navigate change and uncertainty, so if you find yourself in need of help, reach out!
If you are having a difficult time trying to stay in your own lane and set healthy habits to avoid the downside of comparison, get in touch. You can reach us at info@purposeworks.co.za.
At PurposeWorks we are all about Making You and Your Work Rock. Our focus is on Organisational Health and Design, Employee Centered Culture, Leadership Development and Performance Coaching. For more information on how we can help you create a work environment that rocks, develop a great team, become an inspiring leader or unlock your personal excellence talk to us at info@purposeworks.co.za.
