The Importance of Aligning Corporate Leaders' Actions with Their Company's Beliefs
In the heart of Minneapolis, MN, Sean WillChene, CEO and Founder of Shared Solar Advisors USA, is spearheading a new approach to leadership. WillChene's mission is to bridge the gap between what leaders say and what they do, a gap that has left many employees feeling disillusioned.
The traditional notion of 'hard work' as a company value is being reconsidered. Instead, leaders might establish the value of 'responsibility,' where employees are responsible for working a certain number of hours, and leaders are responsible for paying a fair wage. If a leader works more hours than their employees, it's a sign that 'hard work' should not be a company value.
This shift in perspective is crucial as employees have grown tired of the discrepancy between their leaders' words and actions. To address this issue, leaders are urged to review their company materials, trainings, and core values to ensure they align with the company's expectations.
Unfortunately, instances of unethical behaviour among CEOs are not uncommon. A July 20XX incident involving a tech company's CEO and head of HR, caught on camera and shared widely online, led to the CEO being placed on leave. Such incidents underscore the importance of leaders being consistent in their actions, especially when it comes to promoting values like fairness, integrity, and inclusion.
Leaders are expected to model the culture they wish to see in their organisations. Culture is not something that can be assigned to HR or slapped on a careers page. It is modeled at the very top, and personal behaviour that contradicts promoted values can create a credibility crisis.
In a world where leadership is increasingly public, a leader's values are not just what they say, but what they do when they think no one is watching. This is why speaking up about unethical behaviour at work can come with consequences for the reporter.
The author suggests that company culture should be viewed as a long-term strategic partnership with mutual accountability. Employees often feel that their leaders' actions contradict the values they promote, creating a credibility crisis. This is why leaders must be mindful of their actions and strive for authenticity in their leadership.
Sean WillChene, a member of the Forbes Business Council, is one such leader who embodies this approach. The Forbes Business Council is a growth and networking organisation for business owners and leaders, recognising expertise and accomplishments in various industries. WillChene's commitment to authentic leadership and bridging the gap between words and actions is a testament to the impact authentic leadership can have on company culture.
Gallup's May 2024 survey found that 23% of U.S. employees witnessed unethical behaviour at work, but fewer than half reported it due to fear of retaliation. This underscores the need for leaders to foster an environment where employees feel safe and empowered to speak up about unethical behaviour.
In conclusion, authentic leadership is crucial in shaping company culture. Leaders must be consistent in their actions, model the culture they wish to see, and foster an environment where employees feel safe to speak up about unethical behaviour. Only then can we bridge the gap between what leaders say and what they do, and create a culture of fairness, integrity, and inclusion.
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