Missed opportunities for
productivity and engagement create habits of mediocrity and indifference.
Many businesses are bleeding
capital because they refuse to rock the boat, resulting in toxic work environments, needless spending, and even preventable deaths.
Many organizations are
constantly impeded by self-centered executives fighting pointless battles with their colleagues in the name of their own ego.
Enron, Wall Street, Capitol Hill,
there’s no end to the stories of individuals skirting around the truth for their own gain. For one company this resulted in lawsuits that amounted to over 10% of the organization’s annual operating budget.
See the impact Professionalism has on these behaviors.
Your employees aren’t children. Pattern-based undesired behavior rarely arises from a lack of knowledge, but rather as an adaptation to high pressure situations. The drive to fit in, be accepted, or to make a statement; an internal competition, or simply a lack of discipline often spur individuals to set aside their common sense in favor of self-serving actions. These decisions are sparked by many of our basic desires—acceptance and even survival—but may be corrected by a shift in identity.
That shift to a professional identity takes employees away from a self-sustaining, “me first,” mind-set into a mind-set focused on the greater good of the organization, a we-centric approach, seeded in professional values. But, organizational professionalism must be driven by leadership. Leaders decide how far they take an organization’s emphasis on professional values, whether through strategic initiatives that can revitalize an organization’s culture or brand, or through localized renovations to solve more focused problems like recruiting, retention, or process improvements. This role can be broken down into three core responsibilities that determine the degree of professionalism present in your organization: