Thank you. Not just for reading this but for being my partner in this journey. I need you for that, and here’s what I mean.

Rules imply all sorts of standards, and our core values serve as our own little secret set of rules for everyone…

Is the core values conversation approaching the tipping point on your “give a s**t meter?” Fair enough; let’s talk about a new aspect of them. Three things about core values you may not have considered…

We can have, on average, 150 “meaningful” relationships. However, social media is changing the game. How many people are you “friends” with on your social media platforms? How many of those people do you interact with outside of your social media?

I like to think of integrity as a boat. If the boat’s got you, then you can relax knowing you are being held. You can be highly productive and get from one point to another. Or you can use the opportunity to enjoy just being on the water.

We guide our clients in a process of revealing their Core Values and coach them on the awareness of the positive impacts and the limitations of those values. These Core Values are instrumental in how we approach and achieve our goals. Everyone is different and unique and there are many different paths to our success. 

I like to think of integrity like a boat. It either works or it doesn’t. There is no moral judgement involved. It’s really not about right or wrong or good or bad.  If the boat’s got you, then you can relax, knowing you are being held. You can be highly productive and get from one point to another. Or you can use the opportunity to enjoy just being on the water

Are you listening with generosity, or are you listening by default? Accepting accountability for how we listen to each other changes the conversation.

Awareness demands we examine how we see life and the beliefs we have about it, thinly disguised as facts or thought. It demands we discover the non- reality in how we see life and how those beliefs drive our behavior, none of which is real!  It’s only real to us in our interpretations, and whoever we can get to agree with us.  

We dealt with what “ownership accountability” looks like in action. This level of accountability: 

1. Starts with what I’m accountable for in my job, and what I’m paid for 

2. It also includes my impact on others in how I get my job done 

3. Finally, doing my job with an enterprise-wide perspective, that what I do, or what my team or area does, has some impact on the whole organization.

How am I doing at living up to and fulfilling the terms of honoring the commitments I’ve made to myself?

One of our first exercises was to uncover my “core values,” which at first I thought would be more like “priorities” or “life roles.” No, I found out, everyone has values set so deep in them that it drives their lives. It’s not what we consider to be important; it’s what we know so deeply in our psyche that we expect everyone and everything to adhere.

How to Have Everyday Integrity:

1. Keep your promises even if it takes extra effort.

2. Go back to a store and pay for something you forgot to pay for.

3. Never betray a friend's trust even if you get in trouble.

4. Inform the cashier he gave you too much change back.

5. Do not gossip or talking badly about someone.

6. Remain true to your spouse or partner.

7. When in a serious relationship, don't keep secrets from each other.

8. Return money that you noticed someone dropped without expecting a reward.

9. Ignore someone's advice on how to cheat on your taxes and not get caught.

10. Do not let someone else take the blame for something you did.

11. If someone gives you confidential information, never tell anyone what you know.

12. When it is obvious to you a relationship is over, don't drag it out but discuss it openly.

Are you doing things with excellence? Really? Are you really doing your best? Try this on and see if it does make a difference in everything.

We tend to measure a person’s character through their integrity and intention. We can measure a person’s competence through their capabilities and results produced. This gives us a formula for how we look for trust in others.It includes both subjective and objective considerations. If we identify that one or more of these Cores of Credibility are missing, we have specific information that helps us know where to start restoring trust with that person.

Our general success at running our lives on autopilot gives us the false impression that we are present and operating successfully. Truly sustaining high performance takes recognizing that the conversation steadily running through your mind, aka the “Narrator”, is not a kind of thinking.