Whose Best Interest - This Coach's Perspective
YOU ROCK!!!… ? Our Perspective community continues to astound me ?
Last week I mistakenly published “This Coach’s Perspective” on Tuesday instead of our regular Wednesday release.? My internal Judge went into overdrive. ?
Your response…The highest open rate we’ve ever had.? 73% of you opened this email. ?
That is unheard of in the world of weekly emails.? The average open rate for a weekly email according to Mailchimp is 35.6%.?
You respond and you engage. THANK YOU! THANK YOU! ?
Please let me know what you'd like to see more or even less of. What coaching topics might be interesting to you as leader that we can share with others? ?
868 words? 3 ? minutes ? Inspired by a real coaching conversation. ? Last week I had a powerful coaching conversation with a leader. ?
Their mantra, “When making decisions, do what’s in the best interest of the company.” ? This is a selfless leader who always places others and the company ahead of their own self- interest.? This is how they are wired.? ?
To be brutally honest, I didn’t always take this approach as an executive, especially when I was entrenched in a particular perspective or when my ego and vanity influenced my decisions.?
I observe this frequently in the C-Suite and with senior leaders.? There are often conflicts or misalignment between an executive’s agenda and beliefs and what truly serves the best interests of the company or team. It can be a very blurred line. ?
I’d argue, most people would say they make decisions based on the best interest of their companies. But, do they? ?
The challenge. At times it's hard to differentiate and navigate, particularly if a leader’s identity, value, and self- worth is inexplicably tied to the organization. ?
We dove into this. I asked, “How do you really know if a decision is in the best interest of the company? ? This seems like a simple guiding principle, yet it’s inherently complex. ?
THE COMPASS…Company values and vision should act as the North Star for decision making.
A CLOSER LOOK: This is where things get tricky. A leader’s personal values can either align beautifully with company values or stand in conflict.
If both the company and leader value innovation, decisions will likely focus on fostering creativity and pushing boundaries, even when uncomfortable.
A self-aware Leader needs to recognize when their personal values cloud judgement. This tension can lead to decisions that feel right personally but are misaligned with the company’s best interest. ? Even leaders who believe they are acting in the company's best interest may be clouded by their own values, ego or even fear. ?
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FEAR BASED Voices which may distort your thinking and drive self-serving behavior.
Recognize any of these: (BTW, there are nine of them)
The Hyper-Achiever: Often drives decisions based on external success and validation. A leader under the influence of the Hyper-Achiever might prioritize short-term gains, public recognition, or numbers that reflect well on them personally.
The Controller: May make decisions based on a need to maintain control or avoid feeling vulnerable. The result, micromanaging or making unilateral decisions that stifle creativity or collaboration.
The Avoider: May shy away from tough decisions, preferring to maintain harmony even when hard conversations or actions are needed to move the company forward.
Honesty check in – Ask yourself?? Do I make decisions from a place of fear, control or need for validation?? Or am I operating from a mindset which illuminates “clear laser focused thinking” which truly seeks long -term good for the company? ?
TRICKLE DOWN: This isn’t just a question for the leader.? Decisions are made daily throughout an organization.? If making decisions in the best interest of the company is part of the cultural fabric, or even an unspoken assumption, then Leaders.. ?
Effectively communicate that and inspire others to do the same.
Model Self-Awareness…Acknowledge their bias or tendencies and how they actively work to manage them.
“I know my natural drive is to push for quick wins, but after reflecting on the company’s vision and our current needs, I’ve decided to prioritize sustainability over speed.”?
Share their decision making process…This vulnerability shows transparency and builds trust. ? “Here’s the decision we made, and here’s why we believe it’s in the best interest of the company in the long term, even though it might not be the easiest or most immediate path.”?
Show Consistency and Integrity… Inconsistency between words and actions erode trust.? Your people are watching you and paying attention. ?
Leaders can reinforce their commitment even though it might not be popular with everyone.
FINAL THOUGHT: Coaching is designed to shake things up. Challenge the status quo.
We didn’t answer the question, “How do you really know if a decision is in the best interest of the company? We simply planted a seed for our leader to get curious about. ?
After all, we have a manta as well…”Create a valuable coaching experience and then let the best coaching happen between the sessions.” ? I’m excited to see them again in two weeks. ? To Be Continued ? Ron ? ? ? ? ?
Ron Garfield, PCC, CPCC, Executive Coach
Certified Predictive Index Partner PIQue Coaching & Strategy Group
Leadership Isn’t a Title. It’s an Entanglement. Uncover Your Leadership: From Mastery to Collective Success. Rewire Mindsets, Elevate Teams & Drive Change. Reshape Culture for Sustainable Growth. Multilingual Triathlete.
5 个月Ron, what an inspiring post! It’s incredible to see how being transparent and vulnerable can build such strong engagement. Your reflection on value alignment is spot on. Self-awareness is critical for leaders to navigate the fine line between personal and organizational values. When leaders recognize their biases and stay aligned with a shared vision, it fosters a culture of trust and clarity. Another layer to consider is how leaders can leverage this self-awareness to cultivate inner coherence. By aligning their thoughts, emotions, and actions, they create a consistent leadership presence that inspires others to do the same. Question: What strategies do you use to maintain alignment between your personal values and your company’s vision, especially during tough decisions?