November 26, 2024 • 18 mins
Ever felt the sting of being overlooked for a promotion? It's a situation many can relate to, but the real question is: How do you maintain your integrity and drive amidst such a disappointment?
Principles in leadership – it’s a crucial yet often overlooked topic, which we explore in today’s episode. Join me, Tonya D. Harrison as we explore why principles are the backbone of an effective team, how they guide a leader's actions and decisions, and what happens when they're absent. I even share ONE of my many challenges and how I chose to deal with this encounter.
Whether you're facing challenging times or everyday team dynamics, this episode will equip you with the foundational beliefs necessary to lead with purpose and consistency.
In this episode, we explore:
(00:00) The importance of leadership principles in team dynamics.
(04:57) Use challenging times to encourage team discussion.
(07:14) How do strong principles build trust and team performance?
(11:41) Defining clear principles to effectively lead teams.
(16:20) Why core values are essential for effective leadership.
(17:22) How to live your principles clearly.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Tonya D. Harrison (00:12):
Hello and welcome back to another episode
of the Operations Toolboxpodcast for business leaders.
I'm your host, Tonya DHarrison, and in today's episode
we are going to dive deep abouta topic that often goes under
the radar but is truly thebackbone of an effective team in
(00:36):
leadership, and this isprinciples.
Can you believe that principlesis something that is hardly
ever talked about and peopledon't focus on it enough, which
can cause a huge breakdown whenwe're talking about teams?
So we're going to be talkingabout why do principles matter
(00:57):
so much when you're leading ateam and what happens when
they're absent, and, of course,we're going to give you some
tips to walk away with.
How do you implement yourprinciples within the team and
have it as a way where itbecomes a part of the natural
culture of the team?
(01:17):
First, let's talk about what wemean by principles.
Principles are essentially thefoundational beliefs that guide
a leader's actions, behaviorsand decisions.
Think of them as your internalcompass.
This is something that you aregoing to use when situations get
(01:38):
challenging or tough, and theywill.
Your principals are going tohelp you to stay the course.
They are going to help informhow you respond to certain
conflicts and how youcommunicate and how you handle
accountability and how youcelebrate success.
(01:59):
But principals aren't just forleaders.
They actually become a part ofthe team's culture.
So, when you lead withintegrity, respect, transparency
, empathy, all of these things,these qualities invisible
structure that holds the teamtogether and aligns everyone
(02:30):
towards shared goals.
So let's move on and let's talkabout the importance of
principles and leadership.
So we talk about whatprinciples are, but let's talk
about why they are so essentialwhen you are building a team or
when you are leading a team.
(02:50):
So many people believe thattheir principles don't impact
the team.
As a leader, they do, becausethey dictate how you show up,
they dictate how you lead theteam, so they are essential when
it comes to this.
So, when we're talking about inthe world of leadership, you're
(03:13):
going to come across some toughsituations.
You're going to have to makesome decisions, you are going to
have to discipline peoplewithin your team.
You need to and you want tohave some principles and some
values that you are using inorder to help you do this the
best way possible.
(03:34):
So I want to share with you astory, and this is from my
tenure.
This was a part of my journeyin corporate and from time to
time I share these stories whenthey are applicable and when
they align.
So I worked at an organizationand I have been passed over more
(03:55):
than once for a position, butthere came a time where my boss
in front of my team said that Iwas going to be promoted to a
specific role.
Well, months passed and thatdidn't happen, and the next
announcement that they heard wasthat they were bringing
(04:16):
somebody in to fill the rolethat they said that I was going
to be promoted into.
So I had a lot of feelingsabout this right.
So, as you can imagine, justbeing passed over several times
was enough.
But now you know, for my teamto experience this firsthand,
(04:39):
where I wasn't just told that Iwas going to be promoted, they
were told I was going to bepromoted.
I wasn't just told that I wasgoing to be promoted, they were
told I was going to be promoted.
I wasn't the only one that wastold somebody was coming in over
me to fill that role.
They were told that.
So there was a lot of feelings.
I had a lot of feelings about it, my team had a lot of feelings
about it, and that was achallenging time for me because
(05:08):
I had to decide how I was goingto move forward.
I had to decide how I was goingto handle this with my team.
Well, a lot of my team memberswere upset and they wanted to
talk about that.
So we had a meeting and Iallowed them to share their
feelings, because I do believein making space for certain
things.
However, the one thing that Iwould not engage in is that I
(05:28):
did not have separateconversations about it.
I did not talk about, you know,the bad leadership team and
what they did to me, and I feltthat me engaging at that level,
having those conversations itdidn't serve a purpose.
(05:50):
It wasn't gonna help.
We were all going through a lot.
They didn't need that.
So I chose to handle it in adifferent way.
I chose not to have thosesidebar conversations with my
team.
I chose not to engage innegativity when it came to upper
management and leadership withthat situation, and that was
(06:27):
mainly because I allowed myprinciples to dictate how I
would move in that season, andnot my emotions.
So this is a part of being.
This is a part of emotionalintelligence as well, but we're
going to stick to principles,right, so that I share that with
you, because there are going tobe challenging times and there
may be times where you feel likeyou are justified by doing
(06:51):
certain things and yourprinciples and your values are
going to stand up and say no,that's not the way we carry
ourselves and that's not the waywe do things.
Well, my team quickly saw that.
They rallied around me.
They understood, they knew howI felt, but, at the same time,
what it allowed them to do wasnot to continue to focus on that
(07:12):
.
We were there to accomplishsome things.
We stayed focused on the goaland what it was that we were
trying to accomplish.
We continue to be a highperforming team till the day I
left and I attribute a lot ofthat to me bringing my
principles and my values to thetable.
(07:33):
So let's really sort throughthis and talk about some of the
main reasons why you want tomake sure that you have good
principles.
One is building trust andconsistency.
A leader who consistentlyupholds principles like fairness
, honesty, reliability,transparency all of these things
(07:56):
your team learns to trust you,and when people know what to
expect from a leader, it buildsa foundation of trust that's
crucial to any high-performingteams.
So, even though my team knewhow I felt they knew what my
principles were, they knew thatI was going to do a good job, no
matter what.
And they fell in line and theydid the same thing.
(08:19):
We did not slack, we did notmiss a beat.
We continued doing what we werecalled to do.
The second thing is guidingdecision making right.
So principles, simply, theysimplify the decision.
It may not be easy, but theysimplify it.
It makes it especially easy tomake certain choices during
(08:41):
tough times, right?
So, even though my feelingswanted to just rag on upper
management, my principleswouldn't allow me to do it.
So it overruled the emotionswhat I was feeling.
I still felt them, but I didn'tact upon them.
I acted upon my principles.
(09:03):
The third thing is resilienceduring challenging times.
So, when times get tough,principles can be a powerful
stabilizer.
They can be a source ofstability.
And if you work in anenvironment, if you work in
business right, there is goingto be challenging times.
(09:25):
There's going to be times whereyou are going to have to have
resilience and organizationsthat I work for we went through
all kind of things.
I mean from acquisitions andmergers, and anytime those
things happen, there's a lot ofchanges, even budget cuts.
So you know, you have to haveresilience, right?
(09:48):
So today you are workingalongside somebody and tomorrow
they're gone.
How do you handle that?
So you know, just making surethat you have those principles
to stand on is extremelybeneficial.
So you know, those are somethings, that those are some
benefits from having principles.
(10:08):
Some things that those are somebenefits from having principles
.
Now, imagine leading a teamwithout principles, or even
being a part of a team thatdoesn't have principles.
I've been a part of teams wherethe leaders did not have good
values and principles, and whatit did was it wreaked havoc on
the team.
It caused confusion,misalignment, people weren't
(10:29):
respectful, people lackedintegrity because the team just
kind of followed suit.
Right?
So if the leader of the teamisn't bringing these things to
the table and setting thestructure that the team should
follow, then the team is justgoing to start to do all of
(10:49):
these things that are confusingand misaligned.
It also causes a lot ofconflict, right?
So as a leader, you have to bestrong.
Right, it's not going to alwaysbe easy, but it will always be
worth it.
So if you've been a part of someof these teams, you understand
what I'm saying.
So you know that, as a leader,you have to have these things
(11:13):
and in this day and age where weare in the world, we need to
have some values and someprinciples that we are bringing
to leadership.
We should have always beenbringing them, but I feel like
now more than ever, we reallyneed them.
We need these shared principlesto bring us together.
So how do we implement this inour teams?
(11:35):
What does it look like?
This is the meat of it, right.
So we know that there's somebenefits to it.
We understand that not havingthem in our team and not leading
with principles can wreak havocon ourselves, our organization,
but our teams.
So how do we instill and upholdthese principles as a leader of
(11:58):
a team?
Well, the first thing you wantto do is you want to define your
core principles.
You need to understand whatthey are, write them down, make
sure that they are clear.
I have a 90-day program forleaders, and this is one of the
main things that we do.
Right, because if you don'tdefine them, you risk the chance
(12:19):
of allowing somebody else todefine them for you, and that's
the last thing that you want todo.
So think about what are thevalues that are most important
to you as a leader and writethose things down, like for me,
it is extremely important thateverybody on my team feel seen
and feel heard, feels respected.
Like these are things that areingrained.
(12:40):
You know that they feel thatthey're being treated fairly
unfairly.
So write down whatever thosethings are and then you want to
communicate these values to yourteam.
You want to be real clear aboutwhat you accept, what you don't
accept.
I don't accept disrespect.
I don't accept whatever thosethings are.
You want to be really clearabout what they are and you want
(13:03):
to communicate it.
The second thing is is that yougot to lead by example.
You can't say one thing andthen do something else, because
there is that misalignment thatwe see too often, right?
So if I say that I am big onfairness, then I need to be
walking the walk.
If I'm big on respect, I needto be walking the walk.
(13:24):
I need to make sure that thesethings are a part of our normal
process, right?
So I have to lead by exampleand I have to be consistent in
upholding these principles sothat my team sees that these are
not just words that are writtenon a mission statement or
(13:44):
written down somewhere.
These are actually things thatare going to guide us.
We demonstrate them every dayin everything that we do.
The third thing you want to dois communicate openly and often
so.
Initially, when you write theprinciples or the core values
for your team, you're going toshare it, but you want to
(14:04):
repeatedly make sure that youare communicating these on a
regular basis.
Sometimes you may hear me sayin a team meeting right, if I
feel like someone is dominatingthe conversation, I may say
remember, we need to hold spacefor all people to be heard.
That's a sign that everybody onthis team is going to be heard.
(14:27):
Everybody has a voice.
So just making sure that youare repeating it, that you are
communicating it and making it apart of it, and when it gets to
the point where they hear it ona regular basis, then it
becomes just something that'snatural.
The other thing, number four, isto hold yourself and others
accountable.
So if people are not abiding bythese core values and
(14:52):
principles, then you need to besaying something, but even more
importantly than that, you needto be holding yourself
accountable as the leader.
This is extremely important,again, walking the walk, and
sometimes you have to say youknow what I did that.
That wasn't the right thing todo, and if there's an
opportunity to correct it, youcorrect them.
(15:13):
The fourth thing is you have toreinforce and celebrate success
.
So a lot of times we don't, wedon't do this right, but when
you see people that arefollowing these values, you know
be open to celebrate, be opento reward them, to acknowledge
(15:37):
it, especially if this is ahurdle or something that has
been really hard to integrateRight.
So I'll go back to using the onewhere making sure everybody
feels seen and heard.
You know, if you have somebodythat says, oh, I have something
else to say, but I'm going towait and give everybody else an
opportunity to speak, oh, thankyou for that.
(15:58):
Thank you for considering otherpeople, because that means that
now they are really thinkingabout it and they are
considering other people andgiving other people an
opportunity to bring their ideasto the table.
So these are ways that you canwalk it out, that you can
(16:18):
implement it right now, today.
So just pick one of these thatyou're going to do.
If you have not and I wouldstart from the beginning in this
case if you have not listed outwhat your core values are, I
would recommend that you do thatvery early, in the beginning,
that you do that first right andget really clear on the things
(16:42):
that you value, on theprinciples, because you will be
challenged in this leadershipjourney.
You will be challenged in thisworld and you want to make sure
that you have something to standon and you don't forget what it
is that you stand for.
So, in a nutshell, principlesare the bedrock of effective
(17:02):
leadership.
They're what keeps your teamaligned, trustworthy, resilient
in those times where you aregoing to need it.
And a lack of principles, onthe other hand, can lead to
confusion, misalignment,mistrust, conflict and a
breakdown of the team.
So you know, if you are leadinga team or if you are aspiring to
(17:27):
lead a team, you want to defineyour principles and you want to
live by them in a way that isobvious to your team.
They shouldn't have to say isshe honest or isn't she honest?
No, they should be able toclearly see, based off your
actions, that this is who youare, you are fair or whatever
(17:51):
those principles are.
So if you have any questions atall, I mean, shoot me a message
.
I feel that this is anextremely important topic and
this is something that isextremely important when we're
talking about buildinghigh-performing teams because
(18:11):
without these, your teams willnot be successful.
So thanks for tuning in totoday's episode of the
Operations Toolbox podcast forbusiness leaders.
I hope you found this episodehelpful and, if you have, please
share with other leaders whomight benefit from these
insights, and don't forget tosubscribe for more tips
(18:33):
high-performing building teams.
I'm Tonya D Harrison and I'llsee you in the next episode.
Keep leading with purpose andintegrity.
Hello and welcome back to another episode
of the Operations Toolboxpodcast for business leaders.
I'm your host, Tonya DHarrison, and in today's episode
we are going to dive deep abouta topic that often goes under
the radar but is truly thebackbone of an effective team in
(00:36):
leadership, and this isprinciples.
Can you believe that principlesis something that is hardly
ever talked about and peopledon't focus on it enough, which
can cause a huge breakdown whenwe're talking about teams?
So we're going to be talkingabout why do principles matter
(00:57):
so much when you're leading ateam and what happens when
they're absent, and, of course,we're going to give you some
tips to walk away with.
How do you implement yourprinciples within the team and
have it as a way where itbecomes a part of the natural
culture of the team?
(01:17):
First, let's talk about what wemean by principles.
Principles are essentially thefoundational beliefs that guide
a leader's actions, behaviorsand decisions.
Think of them as your internalcompass.
This is something that you aregoing to use when situations get
(01:38):
challenging or tough, and theywill.
Your principals are going tohelp you to stay the course.
They are going to help informhow you respond to certain
conflicts and how youcommunicate and how you handle
accountability and how youcelebrate success.
(01:59):
But principals aren't just forleaders.
They actually become a part ofthe team's culture.
So, when you lead withintegrity, respect, transparency
, empathy, all of these things,these qualities invisible
structure that holds the teamtogether and aligns everyone
(02:30):
towards shared goals.
So let's move on and let's talkabout the importance of
principles and leadership.
So we talk about whatprinciples are, but let's talk
about why they are so essentialwhen you are building a team or
when you are leading a team.
(02:50):
So many people believe thattheir principles don't impact
the team.
As a leader, they do, becausethey dictate how you show up,
they dictate how you lead theteam, so they are essential when
it comes to this.
So, when we're talking about inthe world of leadership, you're
(03:13):
going to come across some toughsituations.
You're going to have to makesome decisions, you are going to
have to discipline peoplewithin your team.
You need to and you want tohave some principles and some
values that you are using inorder to help you do this the
best way possible.
(03:34):
So I want to share with you astory, and this is from my
tenure.
This was a part of my journeyin corporate and from time to
time I share these stories whenthey are applicable and when
they align.
So I worked at an organizationand I have been passed over more
(03:55):
than once for a position, butthere came a time where my boss
in front of my team said that Iwas going to be promoted to a
specific role.
Well, months passed and thatdidn't happen, and the next
announcement that they heard wasthat they were bringing
(04:16):
somebody in to fill the rolethat they said that I was going
to be promoted into.
So I had a lot of feelingsabout this right.
So, as you can imagine, justbeing passed over several times
was enough.
But now you know, for my teamto experience this firsthand,
(04:39):
where I wasn't just told that Iwas going to be promoted, they
were told I was going to bepromoted.
I wasn't just told that I wasgoing to be promoted, they were
told I was going to be promoted.
I wasn't the only one that wastold somebody was coming in over
me to fill that role.
They were told that.
So there was a lot of feelings.
I had a lot of feelings about it, my team had a lot of feelings
about it, and that was achallenging time for me because
(05:08):
I had to decide how I was goingto move forward.
I had to decide how I was goingto handle this with my team.
Well, a lot of my team memberswere upset and they wanted to
talk about that.
So we had a meeting and Iallowed them to share their
feelings, because I do believein making space for certain
things.
However, the one thing that Iwould not engage in is that I
(05:28):
did not have separateconversations about it.
I did not talk about, you know,the bad leadership team and
what they did to me, and I feltthat me engaging at that level,
having those conversations itdidn't serve a purpose.
(05:50):
It wasn't gonna help.
We were all going through a lot.
They didn't need that.
So I chose to handle it in adifferent way.
I chose not to have thosesidebar conversations with my
team.
I chose not to engage innegativity when it came to upper
management and leadership withthat situation, and that was
(06:27):
mainly because I allowed myprinciples to dictate how I
would move in that season, andnot my emotions.
So this is a part of being.
This is a part of emotionalintelligence as well, but we're
going to stick to principles,right, so that I share that with
you, because there are going tobe challenging times and there
may be times where you feel likeyou are justified by doing
(06:51):
certain things and yourprinciples and your values are
going to stand up and say no,that's not the way we carry
ourselves and that's not the waywe do things.
Well, my team quickly saw that.
They rallied around me.
They understood, they knew howI felt, but, at the same time,
what it allowed them to do wasnot to continue to focus on that
(07:12):
.
We were there to accomplishsome things.
We stayed focused on the goaland what it was that we were
trying to accomplish.
We continue to be a highperforming team till the day I
left and I attribute a lot ofthat to me bringing my
principles and my values to thetable.
(07:33):
So let's really sort throughthis and talk about some of the
main reasons why you want tomake sure that you have good
principles.
One is building trust andconsistency.
A leader who consistentlyupholds principles like fairness
, honesty, reliability,transparency all of these things
(07:56):
your team learns to trust you,and when people know what to
expect from a leader, it buildsa foundation of trust that's
crucial to any high-performingteams.
So, even though my team knewhow I felt they knew what my
principles were, they knew thatI was going to do a good job, no
matter what.
And they fell in line and theydid the same thing.
(08:19):
We did not slack, we did notmiss a beat.
We continued doing what we werecalled to do.
The second thing is guidingdecision making right.
So principles, simply, theysimplify the decision.
It may not be easy, but theysimplify it.
It makes it especially easy tomake certain choices during
(08:41):
tough times, right?
So, even though my feelingswanted to just rag on upper
management, my principleswouldn't allow me to do it.
So it overruled the emotionswhat I was feeling.
I still felt them, but I didn'tact upon them.
I acted upon my principles.
(09:03):
The third thing is resilienceduring challenging times.
So, when times get tough,principles can be a powerful
stabilizer.
They can be a source ofstability.
And if you work in anenvironment, if you work in
business right, there is goingto be challenging times.
(09:25):
There's going to be times whereyou are going to have to have
resilience and organizationsthat I work for we went through
all kind of things.
I mean from acquisitions andmergers, and anytime those
things happen, there's a lot ofchanges, even budget cuts.
So you know, you have to haveresilience, right?
(09:48):
So today you are workingalongside somebody and tomorrow
they're gone.
How do you handle that?
So you know, just making surethat you have those principles
to stand on is extremelybeneficial.
So you know, those are somethings, that those are some
benefits from having principles.
(10:08):
Some things that those are somebenefits from having principles
.
Now, imagine leading a teamwithout principles, or even
being a part of a team thatdoesn't have principles.
I've been a part of teams wherethe leaders did not have good
values and principles, and whatit did was it wreaked havoc on
the team.
It caused confusion,misalignment, people weren't
(10:29):
respectful, people lackedintegrity because the team just
kind of followed suit.
Right?
So if the leader of the teamisn't bringing these things to
the table and setting thestructure that the team should
follow, then the team is justgoing to start to do all of
(10:49):
these things that are confusingand misaligned.
It also causes a lot ofconflict, right?
So as a leader, you have to bestrong.
Right, it's not going to alwaysbe easy, but it will always be
worth it.
So if you've been a part of someof these teams, you understand
what I'm saying.
So you know that, as a leader,you have to have these things
(11:13):
and in this day and age where weare in the world, we need to
have some values and someprinciples that we are bringing
to leadership.
We should have always beenbringing them, but I feel like
now more than ever, we reallyneed them.
We need these shared principlesto bring us together.
So how do we implement this inour teams?
(11:35):
What does it look like?
This is the meat of it, right.
So we know that there's somebenefits to it.
We understand that not havingthem in our team and not leading
with principles can wreak havocon ourselves, our organization,
but our teams.
So how do we instill and upholdthese principles as a leader of
(11:58):
a team?
Well, the first thing you wantto do is you want to define your
core principles.
You need to understand whatthey are, write them down, make
sure that they are clear.
I have a 90-day program forleaders, and this is one of the
main things that we do.
Right, because if you don'tdefine them, you risk the chance
(12:19):
of allowing somebody else todefine them for you, and that's
the last thing that you want todo.
So think about what are thevalues that are most important
to you as a leader and writethose things down, like for me,
it is extremely important thateverybody on my team feel seen
and feel heard, feels respected.
Like these are things that areingrained.
(12:40):
You know that they feel thatthey're being treated fairly
unfairly.
So write down whatever thosethings are and then you want to
communicate these values to yourteam.
You want to be real clear aboutwhat you accept, what you don't
accept.
I don't accept disrespect.
I don't accept whatever thosethings are.
You want to be really clearabout what they are and you want
(13:03):
to communicate it.
The second thing is is that yougot to lead by example.
You can't say one thing andthen do something else, because
there is that misalignment thatwe see too often, right?
So if I say that I am big onfairness, then I need to be
walking the walk.
If I'm big on respect, I needto be walking the walk.
(13:24):
I need to make sure that thesethings are a part of our normal
process, right?
So I have to lead by exampleand I have to be consistent in
upholding these principles sothat my team sees that these are
not just words that are writtenon a mission statement or
(13:44):
written down somewhere.
These are actually things thatare going to guide us.
We demonstrate them every dayin everything that we do.
The third thing you want to dois communicate openly and often
so.
Initially, when you write theprinciples or the core values
for your team, you're going toshare it, but you want to
(14:04):
repeatedly make sure that youare communicating these on a
regular basis.
Sometimes you may hear me sayin a team meeting right, if I
feel like someone is dominatingthe conversation, I may say
remember, we need to hold spacefor all people to be heard.
That's a sign that everybody onthis team is going to be heard.
(14:27):
Everybody has a voice.
So just making sure that youare repeating it, that you are
communicating it and making it apart of it, and when it gets to
the point where they hear it ona regular basis, then it
becomes just something that'snatural.
The other thing, number four, isto hold yourself and others
accountable.
So if people are not abiding bythese core values and
(14:52):
principles, then you need to besaying something, but even more
importantly than that, you needto be holding yourself
accountable as the leader.
This is extremely important,again, walking the walk, and
sometimes you have to say youknow what I did that.
That wasn't the right thing todo, and if there's an
opportunity to correct it, youcorrect them.
(15:13):
The fourth thing is you have toreinforce and celebrate success
.
So a lot of times we don't, wedon't do this right, but when
you see people that arefollowing these values, you know
be open to celebrate, be opento reward them, to acknowledge
(15:37):
it, especially if this is ahurdle or something that has
been really hard to integrateRight.
So I'll go back to using the onewhere making sure everybody
feels seen and heard.
You know, if you have somebodythat says, oh, I have something
else to say, but I'm going towait and give everybody else an
opportunity to speak, oh, thankyou for that.
(15:58):
Thank you for considering otherpeople, because that means that
now they are really thinkingabout it and they are
considering other people andgiving other people an
opportunity to bring their ideasto the table.
So these are ways that you canwalk it out, that you can
(16:18):
implement it right now, today.
So just pick one of these thatyou're going to do.
If you have not and I wouldstart from the beginning in this
case if you have not listed outwhat your core values are, I
would recommend that you do thatvery early, in the beginning,
that you do that first right andget really clear on the things
(16:42):
that you value, on theprinciples, because you will be
challenged in this leadershipjourney.
You will be challenged in thisworld and you want to make sure
that you have something to standon and you don't forget what it
is that you stand for.
So, in a nutshell, principlesare the bedrock of effective
(17:02):
leadership.
They're what keeps your teamaligned, trustworthy, resilient
in those times where you aregoing to need it.
And a lack of principles, onthe other hand, can lead to
confusion, misalignment,mistrust, conflict and a
breakdown of the team.
So you know, if you are leadinga team or if you are aspiring to
(17:27):
lead a team, you want to defineyour principles and you want to
live by them in a way that isobvious to your team.
They shouldn't have to say isshe honest or isn't she honest?
No, they should be able toclearly see, based off your
actions, that this is who youare, you are fair or whatever
(17:51):
those principles are.
So if you have any questions atall, I mean, shoot me a message
.
I feel that this is anextremely important topic and
this is something that isextremely important when we're
talking about buildinghigh-performing teams because
(18:11):
without these, your teams willnot be successful.
So thanks for tuning in totoday's episode of the
Operations Toolbox podcast forbusiness leaders.
I hope you found this episodehelpful and, if you have, please
share with other leaders whomight benefit from these
insights, and don't forget tosubscribe for more tips
(18:33):
high-performing building teams.
I'm Tonya D Harrison and I'llsee you in the next episode.
Keep leading with purpose andintegrity.
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