What we see does not match with what other see all the time. We may perceive our image as one, while we display another.
How many times have you questioned why a person in a certain position does not model what you imagine from that position? Consider this question. It may have been a colleague, a subordinate, a boss.
Others will do the same with us.
Consider this: Let’s say I state I value initiative. I get a forwarded email from an organization showing that someone who reports to me, asked a question about a program and potential cost. I may wonder why the employee did not ask me first, why I wasn’t cc:’d, or if they expect it will be funded. If I react to this type of impulse, and state I must be advised first, this person may decide to not pursue information in the future. I will not promote initiative. I will model against initiative. What will this say to the employee about initiative, or any other ideal I value? Can they count on my values?
The best way to know what we reflect, is to first, question ourselves, reflect on our practices, our responses, and if we match our values. How does we demonstrate our values?
If I express gratitude towards the employee for finding out details, and taking initiative. If I then ask more, and give them an opportunity to express their line of thinking, I can best determine if there is any concern, or if it was simply, initiative, what I value. I thank the employee. Now this employee and others will seek information, feel valued, and lessen our workload. We reflected what we valued. Thus, in the future, when we state we hold a value, staff will more easily know it will be reflected in responses.
There are always other ways, such as surveys, asking people closest, asking a secretary or someone who feels they may be honest, or asking a superior.
One way to easily begin, is self-reflection.
Always More 