Choosing Business Allies: The Importance of Personal Lives and Core Values

Choosing Business Allies: The Importance of Personal Lives and Core Values

In the world of business, the stakes are always high. But when it comes to building a team, there’s one golden rule I’ve discovered that outweighs every other consideration:?character matters more than credentials.?How someone behaves in their personal life is the most powerful indicator of how they’ll perform in the professional arena. This isn’t just a theory—it’s an unwritten truth.

Recently, I was tasked with assembling a leadership team for a monumental venture. The magnitude of the decision was clear, and I knew I couldn’t leave it to chance. After months of deep reflection, I chose people whose personal lives reflected the qualities I value most: integrity, trustworthiness, and accountability. These were not just team members—they were individuals who had shown, through their daily lives, that they could be trusted to lead.

At the same time, I took a deliberate approach to this responsibility. I didn’t share the weight of the task with friends or allow myself to be swayed by personal biases. The love and affection I felt for certain people, though significant, were consciously kept separate from my decision-making. I understood the gravity of what was at stake: money, power, and most importantly, impact. I knew this decision would affect not only the venture but also the lives and livelihoods of many others. This clarity of purpose helped ensure that every choice I made was guided by integrity and the values I held dear.

The Foundation of My Approach

When it comes to choosing the right people, the guiding principle is simple:?knowledge and skills can be gained, but character is often deeply ingrained.?A person who acts with integrity, demonstrates loyalty, and takes responsibility in their personal life will carry those traits into their professional actions. On the other hand, someone who lacks accountability or honesty in their private dealings is unlikely to transform into a reliable leader when the stakes are high.

Here’s why this approach works and why it’s non-negotiable for me:

1. Personal Behavior Reflects Professional Conduct

We often hear people talk about separating personal and professional lives. But let’s be honest: who we are at home, with friends, or in private moments is who we truly are. A person who keeps their word to friends will honour their commitments at work. Someone who takes responsibility for their family’s well-being will step up for their team in a crisis. These qualities are constants—not variables.

Equally telling are the ways individuals handle confrontation. Do they approach it with respect and a willingness to resolve issues, or do they react with anger and defensiveness? How do they apologize when they’re wrong? A heartfelt, sincere apology signals humility and self-awareness, qualities that are invaluable in leadership. Finally, consider how they manage their relationships—do they handle their personal responsibilities with care and consistency? These traits provide a glimpse into their capacity to navigate the complexities of a team environment.

When I built my team, I asked myself:?Who are the people I would trust with my most sensitive personal matters??Those individuals—the ones who had proven their loyalty and reliability in life—became my first choices. They had already shown their ability to rise to challenges, to act responsibly, and to prioritize others.

2. The Importance of “Heart” in Leadership

Leadership isn’t just about strategy and decision-making. It’s about creating a space where people feel valued, inspired, and safe to give their best. Leaders with “heart”—those who genuinely care for others and demonstrate empathy—are the ones who foster this kind of environment.

I’ve learned that technical skills and expertise, while important, are secondary to character. Leaders with heart are the ones who inspire trust and loyalty. They lead not just with their minds but with their values, and this creates a ripple effect throughout the team. You cannot teach heart; it must already be present.

3. Knowledge Can Be Taught, Values Cannot

The world is full of stories about brilliant professionals who faltered as leaders. Why? Because leadership is not just about knowing more—it’s about?being more. A person who lacks empathy, honesty, or accountability will struggle to inspire and sustain a team, no matter how technically gifted they are.

When I selected my team, I didn’t look for perfection. Instead, I prioritized those who had demonstrated responsibility and integrity in their personal lives. I knew they could learn the skills needed for the job. But I also knew that no amount of training could compensate for a lack of core values.

4. The Long-Term Payoff of Values-Based Teams

Building a team based on character takes time, but it pays dividends. Teams rooted in shared values are stronger, more cohesive, and better equipped to weather challenges. They trust one another, communicate openly, and remain united even in the face of adversity. In the unpredictable world of business, this kind of trust is priceless.

When challenges arise, as they inevitably do, it’s not technical expertise alone that saves the day. It’s the character of the people involved. It’s their ability to stay calm under pressure, their willingness to take responsibility, and their commitment to the collective goal. That’s why choosing people with strong personal values is the best investment you can make.

5. Leadership as an Extension of Character

Success can be achieved, maybe, by anyone in the right time. But only the right people with the right values can sustain that success.

Leadership is not a role you put on and take off at the office door. It’s an extension of who you are. The best leaders are those who live their values consistently, whether at work, at home, or in their communities. When a leader’s actions align with their values, it creates authenticity—and authenticity builds trust.

The leaders I chose for my team were individuals who had proven, through their personal actions, that they could be trusted. They were the ones who upheld commitments, treated others with respect, and approached challenges with resilience. These are the traits that define true leadership.

Closing Thoughts

As I look back on this process, I’m proud of the team we built. They are not just capable professionals but individuals of remarkable character. Together, we’ve created a culture based on trust, respect, and shared purpose—a culture that I’m confident will drive us to success.

To anyone building a team, I offer this advice:?Pay attention to how people live their lives.?Observe how they handle confrontation, how they apologize, and how they manage their relationships. Choose people whose personal lives reflect the values you want in your organization. Because at the end of the day, success isn’t just what you achieve—it’s how you achieve it. That’s what makes it lasting.

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