Author: Larry Tucker
Executive Coaches of Orange County
Your organization likely has a set of values that employees follow as they do their daily work, interacting with each other, volunteers, board members and clients. (If you don’t have stated values, get working!) How often are they reviewed with employees? Are they prominently displayed? Do your leaders really believe in them and abide by them?
Mark Hurd, the well-respected CEO of Hewlett-Packard, was recently asked to resign because he filed inaccurate expense reports and may have approved expenses for services not performed in a possible scheme to cover up a relationship with an HP contractor.
In “The Sad Fall of Mark Hurd”, a blog in Workforce Week, Stephen Paskoff effectively presents the reasons that a board must take such a difficult action to avoid compromising the values that they expect all their employees to be following.
As a consultant to a major aerospace company several years ago, I was working with a group of leaders to arrive at a particular decision. When they seemed to be going off the track, I pointed to their four values which were prominently displayed on the security cards they all wear. Their reaction was: “We don’t really follow those.” I was lost. There was no starting point to make the right decisions for the organization.
If you haven’t spent some time reaffirming your values with your leaders and reviewing their implications with your employees, Mark Hurd’s fall is a good prompt for us all to take the time to redefine and communicate how we interact with others.