Question: Why does being values- rather than needs-driven as a leader matter?
Answer: There are two reasons why being values- rather than needs-driven is of paramount importance to the leadership of any enterprise.
Firstly there is a relationship between being values- versus needs-driven and TRUST IN MANAGEMENT. When management compromises on what is the right thing to do in order to confirm their own interests, this becomes immediately apparent to their people. They instantly conclude that management is self-serving and as such can’t be trusted.
Conversely, when management contradicts their self-interest in order to do the right thing, they are experienced as sincere. Their people see them as values- rather than needs-driven, and therefore trust them.
Secondly the choices that leaders make, to be values- rather than needs-driven or the opposite, set the EXAMPLE for those down the line to follow. Organisations are ultimately a reflection of those at the top of the organisation. When those at the top do the right thing, those down the line follow suit. When those at the top pursue their own interests they cultivate the conditions whereby everybody is in it for themselves and, inevitably, values are compromised.
For an organisation to be values-driven requires those at the top to exemplify or role model the values. It also requires that there are positive consequences for those who live the values and negative consequences for those who don’t. Unless there are consequences, the organisation will never be values-driven, no matter how many values workshops people attend.