The need for non-negotiables

Process creates behaviors. 

Behavior creates habits. 

Habits done repeatedly create culture. 

Culture produces results. 

In our industry, it seems like there are three dominant leadership styles. Perhaps the most common leadership style is the muscler (pace setter). Everything revolves around their ability to make it happen. The leader’s presence is required for results to be present. In the absence of the leader, there is an absence of results. Once the muscler runs out of gas, they usually transition to leading by default, as in the leader is scared or afraid of conflict and allows loose or no boundaries. Leaders driven by fear default to just letting things happen … hoping lower standards will yield high results. That rarely, if ever, happens. (By the way, leading by default looks like and produces the same subpar results as leading with complacency. They are easy to get confused.)

Then we have the rarest style, but the one that produces some of the best, most sustainable results—leading with non-negotiables (authoritative … not authoritative like a dictator, but uncompromising in processes and standards to produce the desired habits and results). They know the behaviors they accept, will create habits and habits create culture. These leaders may be great coaches, teachers, engaging etc .. but when it comes to behaviors, they are fanatical about what they will and will not allow. They do not negotiate. To influence behaviors in their absence, they utilize processes and systems that are nonnegotiable, to keep the behaviors habitual, maintaining the right culture in their absence. This is why the most influential leaders are not those who work the most; they are those who negotiate the least.

The leaders who negotiate the least on standards and processes typically have the best culture, nicest environments, lowest turnover, best managers, and produce the best results. 

Let me add something actionable. Never say or even think “next time”. Next time is the enemy of this time, and a negotiating tactic used by many without even knowing it (including myself at times). Asking someone to adhere to a standard or process “next time” without addressing it this time minimizes the standard or process. After all, how important can it be if right in front of you, it was done incorrectly and you allowed it? Think the next time that issue comes up and YOU are not in the store, the employee will remember you saying – do it right next time? Or, will they remember the pass you gave, and think what is the harm of one more pass? 

Great leaders do not negotiate on standards and processes. 

Be a great leader!