Authentix Coaches
div. SRL Systemtree Resources Ltd (est. 1980)
div. SRL Systemtree Resources Ltd (est. 1980)
The values by which the leaders of an organization live strongly
influence its culture, and the quality of an organization's culture
determines the level of both its sustainable performance and the
well-being enjoyable by its employees & associates. Therefore, as
leaders, we must pay close attention to the values by which we live.
"Value systems", wrote management consultants John Kotter and
James Heskett, deans of the literature describing the many subtle
linkages between culture and organizational performance, "when
expressed in written form, often sound either hopelessly idealistic or
vague to the point of uselessness, or even inappropriately religious
(e.g. 'Treat others as you would have them treat you'). Yet that very
value system is the key to performance nowadays because it tends to
energize managers and get them to do what is needed to help firms
adapt to a changing competitive environment."
The ethics that Authentix Coaches bring to all our relationships
and engagements are rooted in the following eight value disciplines:
Honesty: The discipline of avoiding either inaccuracy or deception
and of being reciprocally open about intents and evolving intentions
Verbal Integrity: The discipline of being true to one’s word, or
promptly honourable in warning of exceptions arising because one
was unable to anticipate intervening circumstances
Empathy: The disciplines of (a) being actively present to listen to the
needs, wants and interests of others in one’s family, client, team,
prospect, community, or organization and (b) anticipating
accurately the sensitivities likely to be excited by one’s desires to
share or hide potentially painful or disturbing possibilities or
hypotheses with such people
Accuracy: The discipline of caring enough about the communication
of data, observations, facts, hypotheses, findings, questions,
assertions, feelings, needs, requests, and recommendations both to
avoid misdirection and to engender mutual trust that the goals of
the team/organization are being respected intelligently
Clarity: The discipline of making sure that a message, either
outgoing or incoming, has been understood before concluding that a
communication cycle is satisfactorily complete
Courage: The discipline of (1) either asserting or forbearing when
seemingly idiotic convention supports the opposite, and (2) either
accepting responsibility for a job, project, engagement, contract,
person, team, organization, or community, or articulating honestly
and accurately one’s reasons for declining to accept it – but only
after carefully ascertaining that one is doing neither out of either
bravado or egotistical desire for acclamation
Discretion: The discipline of making faithfully practical protection,
or properly authorized recognition, of the proper ownership of
valuable or sensitive information
Coherence: The discipline of (1) searching for, and either eliminating
or explaining, the paradoxes underlying one’s own behaviour,
assumptions and aims and (2) gently helping others to do the same.
These eight values, when discussed seriously and serially through
focused conversations involving either owners or employees, or
both, have the simultaneous effect of "injecting prosperity" into
organizations and modelling well-being for individuals. Tested in
enterprises of up to 50 employees, Authentix Coaches see no
reason to anticipate any limit in their applicability to larger
organizations -- so long as the CEO has interest in the establishment
or refinement of an intelligently structured set of corporate values
(see chart indicating impact of culture on corporate performance).
As leading individuals take interest in these values, inquiring and
focused and unabashed curiosity is aroused, insight replaces rigid
and out-of-date simplicities, and "aspirational value ladders of
empathic authenticity" begin to be identified in customized,
practical ways. What's more, annual per-employee output increases
by approximately $25,000 to $35,000!
But implementation is definitely not a one-shot announcement or
even several follow-up cajolings! Professionals do find the
Authentix Eight values initially attractive but, when called to
account for a shortfall in, say, empathizing, many sporadically try to
shoot one or another of the values down. Our experience is that
such efforts, if supported by experienced coaching, eventually result
in even more committed support, and also the identification of other
values specifically needed in a particular organization's
circumstances.
Case Example: A client of ours had spent 3 years trying to implement an
employee share ownership plan (ESOP). The company had incurred
expenditures of tens of thousands of expert consulting dollars and many
hundreds of hours by its most talented employees, but the ESOP task force
leader was declaring himself "solemn" with respect to the chances for success
of the ESOP's launch. Within a month of announcing a set of 18 values that
were developed in consultation with Authentix Coaches and included the
eight listed above, 90% of this company's full-time, more than one-year,
employees had taken up the ESOP offering. This figure is nearly three times
what is typical of North American ESOP launches! No change in the already
tabled offer was made to sweeten the ESOP deal!
but if you are an owner considering an ESOP, you might wish to
begin imagining the positive impact a well-conceived ESOP launch
can have on your chances for attracting capital or transferring
ownership! More important, however, is active consideration of
values that make clear sense for your company's circumstances.
The Authentix Eight cannot be all of the values that define a
sizeable organization's culture. Some values, such as service to
customers or clients, are eternally critical to success. But trying
one's best to include these eight in one's relationships with one's
colleagues, bosses, employees, associates, and clients does increase
the extent of one's own unique authenticity that manifests
productively and attractively to others. One's efforts then contribute
to an increase in the productivity of any group of which one is a
member -- whether or not one is the appointed leader.
After due consideration of these values, a very high percentage of
both the owners and employees of virtually any enterprise will
agree that their workplace culture will be better (more prosperous
and more internally harmonious) if aspirations to become
proficient in behaviours that respect these values become a
guiding part of the development of the culture of their workplace.
Finding the "hand holes" to pull oneself up, or help others up, any
substantive "aspirational value ladder" is, of course, another step in
the application of the idea of empathic authenticity to organizational
life! And that is why Authentix Coaches' founder, Angus
Cunningham, is now in the final stages of completing his book on
the subject -- a book in which his successes and failures in
researching, defining, and helping his clients install values that
balance all stakeholders' interests are authentically described.
influence its culture, and the quality of an organization's culture
determines the level of both its sustainable performance and the
well-being enjoyable by its employees & associates. Therefore, as
leaders, we must pay close attention to the values by which we live.
"Value systems", wrote management consultants John Kotter and
James Heskett, deans of the literature describing the many subtle
linkages between culture and organizational performance, "when
expressed in written form, often sound either hopelessly idealistic or
vague to the point of uselessness, or even inappropriately religious
(e.g. 'Treat others as you would have them treat you'). Yet that very
value system is the key to performance nowadays because it tends to
energize managers and get them to do what is needed to help firms
adapt to a changing competitive environment."
The ethics that Authentix Coaches bring to all our relationships
and engagements are rooted in the following eight value disciplines:
Honesty: The discipline of avoiding either inaccuracy or deception
and of being reciprocally open about intents and evolving intentions
Verbal Integrity: The discipline of being true to one’s word, or
promptly honourable in warning of exceptions arising because one
was unable to anticipate intervening circumstances
Empathy: The disciplines of (a) being actively present to listen to the
needs, wants and interests of others in one’s family, client, team,
prospect, community, or organization and (b) anticipating
accurately the sensitivities likely to be excited by one’s desires to
share or hide potentially painful or disturbing possibilities or
hypotheses with such people
Accuracy: The discipline of caring enough about the communication
of data, observations, facts, hypotheses, findings, questions,
assertions, feelings, needs, requests, and recommendations both to
avoid misdirection and to engender mutual trust that the goals of
the team/organization are being respected intelligently
Clarity: The discipline of making sure that a message, either
outgoing or incoming, has been understood before concluding that a
communication cycle is satisfactorily complete
Courage: The discipline of (1) either asserting or forbearing when
seemingly idiotic convention supports the opposite, and (2) either
accepting responsibility for a job, project, engagement, contract,
person, team, organization, or community, or articulating honestly
and accurately one’s reasons for declining to accept it – but only
after carefully ascertaining that one is doing neither out of either
bravado or egotistical desire for acclamation
Discretion: The discipline of making faithfully practical protection,
or properly authorized recognition, of the proper ownership of
valuable or sensitive information
Coherence: The discipline of (1) searching for, and either eliminating
or explaining, the paradoxes underlying one’s own behaviour,
assumptions and aims and (2) gently helping others to do the same.
These eight values, when discussed seriously and serially through
focused conversations involving either owners or employees, or
both, have the simultaneous effect of "injecting prosperity" into
organizations and modelling well-being for individuals. Tested in
enterprises of up to 50 employees, Authentix Coaches see no
reason to anticipate any limit in their applicability to larger
organizations -- so long as the CEO has interest in the establishment
or refinement of an intelligently structured set of corporate values
(see chart indicating impact of culture on corporate performance).
As leading individuals take interest in these values, inquiring and
focused and unabashed curiosity is aroused, insight replaces rigid
and out-of-date simplicities, and "aspirational value ladders of
empathic authenticity" begin to be identified in customized,
practical ways. What's more, annual per-employee output increases
by approximately $25,000 to $35,000!
But implementation is definitely not a one-shot announcement or
even several follow-up cajolings! Professionals do find the
Authentix Eight values initially attractive but, when called to
account for a shortfall in, say, empathizing, many sporadically try to
shoot one or another of the values down. Our experience is that
such efforts, if supported by experienced coaching, eventually result
in even more committed support, and also the identification of other
values specifically needed in a particular organization's
circumstances.
Case Example: A client of ours had spent 3 years trying to implement an
employee share ownership plan (ESOP). The company had incurred
expenditures of tens of thousands of expert consulting dollars and many
hundreds of hours by its most talented employees, but the ESOP task force
leader was declaring himself "solemn" with respect to the chances for success
of the ESOP's launch. Within a month of announcing a set of 18 values that
were developed in consultation with Authentix Coaches and included the
eight listed above, 90% of this company's full-time, more than one-year,
employees had taken up the ESOP offering. This figure is nearly three times
what is typical of North American ESOP launches! No change in the already
tabled offer was made to sweeten the ESOP deal!
but if you are an owner considering an ESOP, you might wish to
begin imagining the positive impact a well-conceived ESOP launch
can have on your chances for attracting capital or transferring
ownership! More important, however, is active consideration of
values that make clear sense for your company's circumstances.
The Authentix Eight cannot be all of the values that define a
sizeable organization's culture. Some values, such as service to
customers or clients, are eternally critical to success. But trying
one's best to include these eight in one's relationships with one's
colleagues, bosses, employees, associates, and clients does increase
the extent of one's own unique authenticity that manifests
productively and attractively to others. One's efforts then contribute
to an increase in the productivity of any group of which one is a
member -- whether or not one is the appointed leader.
After due consideration of these values, a very high percentage of
both the owners and employees of virtually any enterprise will
agree that their workplace culture will be better (more prosperous
and more internally harmonious) if aspirations to become
proficient in behaviours that respect these values become a
guiding part of the development of the culture of their workplace.
Finding the "hand holes" to pull oneself up, or help others up, any
substantive "aspirational value ladder" is, of course, another step in
the application of the idea of empathic authenticity to organizational
life! And that is why Authentix Coaches' founder, Angus
Cunningham, is now in the final stages of completing his book on
the subject -- a book in which his successes and failures in
researching, defining, and helping his clients install values that
balance all stakeholders' interests are authentically described.
Our Engagement Values & Ethics
 |
 |
 |
 |
 |
 |
 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Last updated: 090224
