One of the most valuable lessons I learned as a leader is one I wish I knew earlier in my career. This lesson, however, was not even hinted at in any of the leadership training I underwent. In fact, this lesson runs counter to virtually everything I learned previously about being a leader.
Somewhere along the line, leaders learn to keep a professional “distance” between ourselves and those with whom we are collaborating to avoid getting too close or too personal. This unwritten rule of leadership, is pervasive and quietly destructive. And, little by little, keeping others at arm’s length destroys trust, collaboration and the very fabric of organizations.
Leaders who keep their personal and professional lives in separate boxes are at the heart of what is wrong with most organizations. Such leaders account for one of the primary reasons that more than four-out-of-five people working in organizations are either not engaged or actively disengaged.
This realization was transformational.
When I became president of Avis Budget Group, North America, I wanted the corporate culture to become more open and connected—so I started with myself. As I grew closer with those I was leading, I became a more effective leader, and those around me were inspired to create unprecedented results.
Over time, I purposely began to care about, connect more deeply with, and (a word I use often) love the people with whom I had the privilege of working. This was when my real leadership ability started to evolve.
When we truly open up and care about the people we work with, we can transform organizations into sanctuaries where people feel a deep connection to one another, a profound sense of being part of an important mission, and extraordinary engagement in their work. What became abundantly clear can be summed up in nine words: When you focus on people, profits will follow.
This starts with being clear about your values, so you can connect more honestly and meaningfully with others, creating a deep and abiding level of trust.
Be Clear About Your Values
Your values describe who you are—and who you are not. They reflect your understanding of what is right and wrong. They become your inner compass, your reference point for how you will act. When making a decision, your values clarify what is not negotiable. They are your declaration of what you will stand for—and what you will not. As a leader, your values should be clear.
To put faith in a leader, people first want to know who you are. Then, with a solid understanding and belief in you, they will sign up for your journey.
Ultimately, people want to know that they are part of something that they can believe in, that is meaningful, and where they can make a difference. They want to know that you have the principles and backbone to lead them on the right path to places they never even imagined.
Your leadership journey starts with the values you believe in and bring alive—within yourself and inside your organization.
While leading Avis Budget Group North America, we recognized our guiding principles as:
Being there for and truly caring for each other (Family First),
Being committed (Working Half-Days),
Creating memorable experiences for our customers (Do the Right Thing),
Being true to each other (Words Plus Actions Matching),
That each of us could make a difference (I Own It),
And succeeding together (Winning).
What are your key values? And how do you express them? (See sidebar at right to determine your core values.)
Are you most interested in accountability or authenticity? Are you more about bravery or compassion? Do you look for creativity or fairness? How important is caring and having fun to you? Are you looking for initiative or loyalty? Do you want to make a difference and have meaningful work? Are you seeking financial stability or unprecedented growth? Are you most interested in open communication or optimism? Are you about potential, respect, responsibility or risk-taking? Do you value trust and teamwork? Or is there another value that is at your core?
Which three values speak to you most? Which ones call out to you? Which ones do you embody? Which ones, for you, are non-negotiable?
Consider how you might think and feel about yourself—and others—if you are wearing those three values on your sleeve.
Imagine yourself turning up the volume on how you express your values. How would you be leading differently if you were clearer about your values?
At the end of the day, you can tell a lot about a leader—and the organization he or she is leading—by the values that they share out loud. The easiest way to tell what an organization values is to see what it measures. What are you recognizing and rewarding? The answer to that question also answers the ultimate question: What do you really believe in?
Without Trust, You Will Fail
If you are working in a culture where fear is persistent and pervasive—dominating your heart and your mind—the results will be devastating. Such cultures will chip away at your very soul. I have seen such organizations crush people and destroy dreams, leaving the best of intentions scattered on the ground. People within companies that are fear based lose any sense that they could possibly win. With their confidence shaken, they feel like they are stuck, going nowhere—or worse, sliding backwards. Focus becomes blurred as progress is sabotaged. People check, double-check, then triple-check their every move because they do not want to be blamed for making a wrong call. Meanwhile, whining, moaning, bickering, doubting and finger-pointing seep in, destroying the foundation of trust upon which a successful organization needs to be built.
Whenever I walk into such fear-based organizations, I can feel it immediately. The negative energy is instantly depleting, and my immediate reaction is to want to turn around and walk out. Like a ship without a rudder, such organizations are destined to fail, and bring everyone down around them.
On the other hand, when I walk into organizations such as Southwest, and talk with leaders such as Dave Ridley, the airline’s former chief marketing officer, I am immediately energized. Southwest’s logo is a vibrant, tricolored heart. And everything about the organization is reflected by a classic line from one of their advertisements: “Without a heart, it’s just a machine.”
When you walk into Southwest’s headquarters in Dallas, you can see that everything was designed to reflect the organization’s core values: Warrior Spirit, Servant’s Heart, and Fun-LUVing Attitude (LUV is the NYSE symbol for Southwest Airlines.). As Ridley said, “Those values are what we hire for. They are part of our performance appraisals. They permeate our culture.”
In the Fun-LUVing Culture Center, which was inspired by Southwest’s bigger-than-life cofounder, chairman emeritus, and former CEO, Herb Kelleher, they posted some of the actual things their flight attendants have said, including: “Just sit back and enjoy the ride. Or you can sit up and be tense.” “People, people, we’re not picking out furniture here. Find a seat and get in it.” “If you should get to use the life vest in a real-life situation, the vest is yours to keep.”
Love is the difference.
I have heard it said that the opposite of love is not hate, but indifference. However I have also come to believe that the opposite of love may be fear. An organization that runs on fear will cave in upon itself. Meanwhile, an organization with love will connect each of us together in ways that we would never have imagined, opening doors that we never knew existed, keeping us moving in positive, new directions—and deepening our bond of trust, allowing us and our organizations to flourish.
Be “All In”
When you are clear on your values and create a bond of trust between yourself and those with whom you are collaborating, then, together, you will be “all in,” creating new possibilities.
That is what happened when Tim Finchem and I created a partnership between Avis and the PGA Tour. As Finchem said, “I believe our organizations have worked well together in large
part because of commonality in priorities and the way we respect and work with our employees and partners. Although the PGA Tour grew from a small operation to a multi-faceted, global organization, my predecessor, Deane Beman, and I strived to maintain a family culture that emphasized a strong connection with our employees, celebration of successes, and giving back to others.”
Likewise, Steve Striker, captain of the 2017 President’s Cup and captain of the 2020 Ryder Cup said, “I had a behind-the-scenes look at the positive impact Tom’s approach had professionally with his team at Avis, and how family extended well beyond the Gartland name. I am personally fortunate that leading with heart has no boundaries—and because of that, our friendship to this day is genuine and real.”
That is why I encourage you to transform your business through personal connection.
Chip away at the unwritten leadership rule about keeping a safe distance between yourself and those around you. Find “the personal” in your relationships. Be true to your values. Through your connections, create trust.
That is the key to succeeding in business—as it is in life.
Tom Gartland is a compassionate, strategic and inspiring author, speaker and leader who helped transform the culture of a Fortune 500 company into an engaged, collaborative, top-performing organization that experienced unprecedented growth. He is a member of the board of directors of Xenia Hotels and ABM, and a senior advisor to private equity firm AEA Investors. Gartland is the former president, North America for Avis Budget Group. He will be a featured speaker at the 2020 National Club Conference at Ocean Reef Club in Key Largo, Fla., May 17–20. Visit nationalclubconference.org for more details.
