Core Values And Organizational Behavior

Core Behaviors: The unseen backbone of great teams Imagine you’re at a poker table. Everyone’s leaning in, chips piled high, tension in the air. Before you can even see your cards, you have to put in your ante—the price of admission to play the game. That’s what Core Behaviors are to a team. They’re the non-negotiable standards for how everyone shows up, especially when no one’s watching. I first learned about Core Behaviors a few years ago from leadership & organizational development guru Monte Pedersen, who has been one of my most impactful mentors. Monte taught me to call them Core Behaviors, not Core Values, because “values” don’t go far enough. Values are aspirational—great for the boardroom slideshow, but they lack teeth. Behaviors, on the other hand, are concrete, measurable, & universal. They set the tone for what’s expected from every single person in an organization, not just the top leadership. Here’s the thing about Core Values: they’re like those motivational posters in the breakroom. They sound great— “Excellence!” “Innovation!” “Teamwork!”—but they’re often vague. Values inspire, but they don’t guide day-to-day actions. Core Behaviors are operational. They’re not about what we hope to do; they’re about what we must do. They don’t live in the clouds—they’re the rules everyone plays by, from the CEO to the intern tasked with untangling the office Christmas lights. A 2023 HBR study found that teams with well-defined behavioral standards outperformed their peers by 20%. These teams reported fewer conflicts, higher trust, & better performance under pressure. Why? Because clear expectations remove ambiguity. Everyone knows the rules, whether they’re in the spotlight or working solo at midnight. Without Core Behaviors: • Collaboration becomes “I’ll collaborate after my second coffee. Maybe.” • Accountability? More like, “Not my department, not my problem.” • Integrity? “I was totally going to do that… next year.” Here’s how to make them practical: • Own It. Translation: Stop pointing fingers. If it’s your responsibility, step up. • Show respect. Even when Karen from HR schedules yet another 8 a.m. meeting, you treat her with dignity (while silently sipping coffee). • Be Honest, always. Whether it’s admitting you made a mistake or sharing an idea you’re unsure about, honesty builds trust. • Help each other succeed. This isn’t a solo sport. Teams win when everyone supports each other. Core Behaviors are not merely a nice-to-have; they are the uncompromising foundation of any high-performing team. They are the ante to play the game—the price of admission. You’re either all in, or you’re out. No excuses, no exceptions. If you’re not willing to embrace them, you don’t belong on the team. Because ultimately, it’s not about what you aspire to achieve—it’s about the actions you consistently take, especially when no one is watching, that truly define your character & your impact. #Leadership #Management #Business #Culture  

I often find myself thinking about where leadership really begins. After the promotion? The first job? The truth is, it starts much earlier. Leadership starts in childhood. The conversations around upskilling and professional development usually focus on adults. But what if we shifted that focus towards nurturing foundational skills in children? Skills that quietly shape how they think, behave, and lead later in life. This is not about pressuring a child to excel at everything. It is about creating the space for curiosity, resilience, and self-awareness to take root. When a child learns to play an instrument, they are not only learning music. They are building focus, patience, and discipline. When a child plays a team sport, they are absorbing lessons in collaboration, communication, and emotional regulation. These are life skills, far more valuable than any title or certificate. If we want to see confident, thoughtful leaders in the next generation, we must begin by encouraging exploration, mistakes, and creativity during childhood. Whether it is through art, science, nature, or sports, those early experiences plant the seeds of adaptability and courage. Let us raise individuals who know how to lead themselves first. How are you nurturing these skills in the young people around you? #Leadership #Leadershipdevelopment #Skills #Growth #Future #Strengths #Coaching

The recent feature in Audience Reports on a theme from my book ‘A CEO’s BREW’ talks about the invisible forces that shape a leader long before they enter a boardroom.  While my career has taken me across diverse global markets and through 21 years as a CEO within Unilever, I have always believed that the most important lessons weren't found in a textbook, but in the middle-class household where I grew up.  Here are a few reflections from the article on why "remembering where you come from" is a necessity, not just nostalgia:  • Integrity as the True Legacy: In my early years, I learned that while hard work is the path, integrity is the only legacy that remains after the success fades.  • Success as a Consequence: My parents taught me to view success not as a destination, but as the natural consequence of consistent effort and discipline.  • The Power of Reflection: Reflection creates the clarity needed to understand why certain choices mattered during moments of high-stakes uncertainty.  • Character Over Moments of Brilliance: Long-term leadership is built less on isolated flashes of brilliance and more on the steady consistency of one's character.  As our roles expand and our influence grows, it is vital to remain grounded. By remembering where our journeys began, we move forward with a greater awareness of our responsibility to others.  Leadership, at its core, is built on values that endure long before—and long after—the titles themselves.  Link to the article is in the comments below

𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀 𝗻𝗼𝘁 𝗯𝗼𝗿𝗻 𝗳𝗿𝗼𝗺 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗮𝗹𝗼𝗻𝗲 — 𝗶𝘁’𝘀 𝘀𝗵𝗮𝗽𝗲𝗱 𝗯𝘆 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆, 𝗔𝗴𝗶𝗹𝗶𝘁𝘆, 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝘁𝗼 𝗺𝗮𝗻𝗮𝗴𝗲 𝗥𝗶𝘀𝗸 ! 🔑 Students who scored higher on Presence and Agility (linked to Extraversion and Openness to Experience) were more likely to step into leadership roles. 🤝 Sociability and intellectual curiosity — long studied as drivers of emerging leadership — remain powerful predictors of who rises to lead. ⚡ Personality‑based agility measures show that comfort with switching gears under pressure, even at the risk of mistakes, reflects the adaptability leaders need most. 🎯 Interestingly, those who spread their effort across multiple smaller tasks (rather than focusing only on high‑reward ones) showed a stronger propensity for leadership. 🧭 And at its core, leadership is about making decisions with limited information, balancing potential rewards with unknown consequences. Understanding how someone approaches risk—strategically, emotionally, and cognitively—can offer valuable clues about their leadership approach, according to a fascinating research published by a team of researchers from Korn Ferry Wharton Neuroscience Initiative Student Society, and Lazul.ai using data from students at the University of Pennsylvania. ✅ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬:  I believe these latest amazing findings could mark a real turning point for organizations striving to build stronger leadership pipelines. If we can identify leadership potential, early before years of experience accumulate, it opens up entirely new ways to nurture and support future leaders from the very beginning of their journey. It also means we may discover high‑potential talent in places we’ve overlooked. Someone who doesn’t fit the “traditional mold” might still carry the adaptability, curiosity, and resilience that great leaders need to thrive. What excites me most is the shift from relying solely on résumés (CVs) or past achievements to looking at real‑time behaviors and mindsets: 🔍 How people adapt under pressure 🔍 How they balance risk and reward 🔍 How they stay engaged across multiple priorities 🔍 How they bring presence, agility, and curiosity into the moment By combining personality insights with behavioral data, we gain a fuller, richer picture of how leadership takes shape often long before it’s made official with a title. Thank you 🙏 Korn Ferry Wharton Neuroscience Initiative Student Society, and Lazul.ai researchers team for these insightful findings: Amelia Haynes Sarah Hezlett Elizabeth Johnson, PhD Jean-Marc Laouchez James Luria Lewis, PhD Michael Platt, PhD, PMP Winston Sieck 🔑Are we overvaluing experience and undervaluing adaptability when identifying future leaders? #Leadership #Agility #Adaptability #PeopleDevelopment

Are you building a career around... your values -or- your expectations? When your path feels out of alignment, it’s often a call to reconnect with your core values. For leaders navigating reinvention, values serve as a compass, guiding us toward choices that truly resonate with who we are and the impact we want to make. When your next chapter is built around what genuinely matters to you, the work doesn’t just look good on paper... it feels right in your soul. Here are a few ways to lean on values as you shape your next professional chapter: 1) Identify Your Three Core Values as Your True North As we shift into new ventures, it’s easy to get caught up in what seems impressive or “marketable.” Take time to identify or rediscover your top three values. Write them down, and check in with them regularly. Are these principles clearly reflected in the work you’re choosing? Do your goals feel aligned with these values? This practice brings clarity and makes it easier to say “yes” to what’s right and “no” to what’s not. 2) Use Values to Filter Opportunities Especially in transition, many options can arise, and it’s tempting to explore them all. Before diving into new projects, ask yourself: Does this opportunity align with my values? Does it contribute to the legacy I want to build? This filter helps ensure that your choices add authentic value to your life rather than just filling up your schedule. 3) Reflect on Values When You Feel “Stuck” or Uncertain Feeling stuck is often a sign of misalignment with your values. When you sense that resistance, revisit your core values. Ask yourself where there might be a disconnect. Sometimes, the act of reconnecting with our values helps dissolve doubt and make a tough decision feel much clearer. 4) Share Your Values with Key People in Your Life Transparency about what drives you isn’t just for your benefit. Share your core values with those close to you: • mentors • peers • loved ones This opens the door for deeper connections and meaningful conversations. It also invites accountability: when your values are out in the open, you’re more likely to stay true to them. 5) Embrace Values as Fuel, Not Restriction Sometimes, leaders worry that values may “limit” their choices. The truth? Values expand what’s possible by giving your journey depth and meaning. They prevent burnout by focusing your energy on work that aligns with who you are. Trust that this foundation fuels both fulfillment and long-term success. As you step into this next phase, let your values be your steady guide. Professional reinvention is a journey, and values keep you moving in the direction you desire most. 𝗜𝗳 𝘆𝗼𝘂 𝘄𝗲𝗿𝗲 𝘁𝗼 𝗮𝗹𝗶𝗴𝗻 𝗲𝘃𝗲𝗿𝘆 𝗰𝗮𝗿𝗲𝗲𝗿 𝗰𝗵𝗼𝗶𝗰𝗲 𝘄𝗶𝘁𝗵 𝘆𝗼𝘂𝗿 𝗰𝗼𝗿𝗲 𝘃𝗮𝗹𝘂𝗲𝘀, 𝘄𝗵𝗮𝘁 𝘄𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝘀𝗮𝘆 “𝗻𝗼” 𝘁𝗼 𝘁𝗼𝗱𝗮𝘆?

Many senior leaders I speak with share a common frustration: despite their accomplishments, they feel completely drained by their work. The instinct is often to lean on quick fixes like long weekends, exercise, even extended vacations. While these can provide temporary relief, they don’t solve the real issue. Because the truth is: if your role is no longer aligned with your strengths, values, or vision, no amount of “self-care” will restore your energy. It’s like patching a deeper issue with surface-level solutions. What actually creates change at the executive level is clarity. Clarity around the type of work that energizes you, the leadership challenges that excite you, and the values you want reflected in your organization. Clarity around what season of life you’re in and what you want your career to enable outside of work. Once that clarity is in place, decisions about your next move become easier and opportunities that once felt out of reach start to align naturally. I’ve seen leaders go from burnout to balance, not by “working harder” or taking more breaks, but by making intentional career choices that match who they are today. The result? Renewed energy, meaningful impact, and often, a step up in both responsibility and compensation. If you’re feeling exhausted despite all your efforts to “manage the stress,” maybe it’s not your resilience that needs fixing. It’s the alignment of your work.

Every organisation has a set of values( at least on paper/website) But a value isn’t a value if it doesn’t cost you something. And for every value, there has to be an anti value If you say curiosity is a core value, the phrase “This is how it works in this industry/vertical” can’t be tolerated in your organization If you say customer centricity is a core value, you can’t look at after sales service as only a cost center in your PnL If you say innovation is a core value, you can’t aim for 95 percent success rate in projects as the very definition of trying to do new things will have a higher rate of failure. Instead failure( not same mistakes obv) should be celebrated Values are often seen from a HR/people lens. But strong internal values are what define strong brands. For every strong brand, the brand purpose and the core of the brand always stem from strong internal values. Apple, Nike, Toyota, Dove etc are all examples And only when the values are lived by internal team members daily, authentic and strong brand associations develop over time As I often tell people, building brand awareness is the responsibility of the sales and marketing teams. But building a brand is the responsibility of every single person in the organization. And it can only happen when the core values are displayed at work every single day

"People First. Profits Follow" is a core belief for me, and it's simpler than it sounds. It means that genuine, lasting business success comes from treating your employees like people, not cogs. Being a good leader and being a good person should never be mutually exclusive; in fact, they go hand in hand. Here’s how you can embody it: Trust and Empower: Instead of micromanaging, give your team clear goals and the autonomy to achieve them. When you trust your people, they step up and bring their best ideas to the table. Transparency and Open Communication: Foster a culture where everyone feels comfortable sharing ideas and even challenging them. This means encouraging open "escalations" where disagreements can be discussed and resolved constructively, leading to better decisions and faster problem solving. Focus on Wellbeing: Recognize that burnout kills innovation. Support your employees' overall wellbeing, including their health, happiness, and ability to have a fulfilling life outside of work. When people are energized and engaged, they perform better and are more adaptable. Lead with Empathy: Understand that your business is the sum of its people, their energy, their ideas. Treat them with respect and recognize their contributions. This builds commitment that can't be forced. Ultimately, this approach means building a company where both people and profits thrive, without glorifying burnout. It’s about creating an environment where everyone can truly be well and do well.

𝗥𝗮𝗶𝘀𝗶𝗻𝗴 𝗙𝘂𝘁𝘂𝗿𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀: 𝗜𝘁 𝗦𝘁𝗮𝗿𝘁𝘀 𝗮𝘁 𝗛𝗼𝗺𝗲 Leadership isn’t something people wake up with one day—it’s shaped over time, often long before stepping into the workplace. And for many future leaders, that journey begins at home. As parents, we teach our children responsibility, resilience, and decision-making. But have we ever stopped to realise that every challenge they navigate—whether negotiating curfews, managing school projects, or leading a sports team—is shaping the way they’ll lead in the future? These everyday moments build critical leadership traits: problem-solving, communication, and accountability. The best leaders don’t just emerge in adulthood. They grow through experiences where they learn to take initiative, handle setbacks, and make decisions. As organisations look to build strong leadership pipelines, perhaps the real question is: Are we identifying and nurturing these qualities early enough? So, the next time your child insists on making their own choices, let them. When they struggle, resist the urge to fix everything. Because before they lead teams, businesses, or industries—they first learn to lead themselves. https://lnkd.in/gXvd9k_z #DrJaclynLee #Parenting #FutureLeaders #LeadershipDevelopment #RaisingLeaders

✨Burnout Series: Post 1 – The real causes of burnout & what you can do about it The common narrative around burnout is that it happens when people work too hard or for too long. But research tells a different story. A staggering 80% of burnout is actually caused by disengagement - a lack of fulfillment in the work we do, not the number of hours we work. What really drains energy is not the time spent working, but the misalignment between the work itself and what energises us. When employees spend too much time on tasks that feel meaningless or disconnected from their personal values and strengths, burnout creeps in. The energy drainers: what’s really causing burnout in your team? Energy drainers can be: 🪫Tasks that feel repetitive and don't challenge or excite. 🪫Meetings that take time but don’t add value. 🪫People who may be negative or don't share a sense of collaboration and purpose. When people spend too much time on these energy-draining activities, burnout accelerates. The solution is to help your team shift their focus towards what energises them, work that feels purposeful and aligns with their strengths. 💡 Practical Step: At your next One2One meeting, introduce a “fulfillment check-in". You can ask "What part of your work energises you the most, and how can we help you do more of it?" Use this feedback to identify opportunities for realignment. You don’t need to completely overhaul roles; even small adjustments like shifting responsibilities, reassigning tasks, or fine-tuning meeting structures, can significantly enhance engagement and reduce burnout. Focusing on what energises your team can create a ripple effect that leads to higher productivity and morale. 👉 Do you think a fulfillment check-in could help your team feel more engaged? How do you approach these conversations with your team? Share your thoughts in the comments! #leadership #culture #burnout #highperformance