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 determine
its special culture, and the quality of an organization's culture sets a
limit on the level of both its sustainable performance and the well-
being enjoyed by its employees. All this says that, as leaders of
organizations, we must pay close attention and respect to the values
by and for which we stand.
"Value systems", wrote management consultants John Kotter and
James Heskett, the deans of the subtle integrating field of culture
and 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 value disciplines:
Honesty: The discipline of avoiding either inaccuracy or deception
and of being reciprocally open about intentions
Verbal Integrity: The discipline of being true to one’s word, or
promptly honourable in warning of exceptions imposed by
unforeseen circumstances
Empathy: The discipline of being actively present to hear the needs,
wants and aims of others in one’s “team”, and of anticipating
accurately the sensitivities likely to be excited by one’s instinctive
inclinations to share or hide potentially painful or frightening
possibilities with or from others
Accuracy: The discipline of caring enough about the communication
of facts, hypotheses, conclusions, questions, 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 ensuring that a message has been
understood before concluding that a communication cycle is
satisfactorily complete
Courage: The discipline of (1) either asserting or forbearing when
idiotic convention supports the opposite, and (2) either accepting
responsibility for a job, project, engagement, contract, person, team,
or organization, or articulating honestly and accurately one’s
reasons for declining to accept – but only after carefully ascertaining
that one is doing neither out of either bravado or culturally
abnormal desire for acclamation
Discretion: The discipline of making faithfully practical protection,
or properly authorized recognition, of the 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,
thoughts and aims and (2) gently helping others to do the same.
Authentix Coaches has proven that these eight values, when
considered seriously through focused conversations involving
either owners or employees, or both, have the effect of "injecting
prosperity" into organizations and modelling well-being for
individuals. Tested in enterprises of up to 50 employees, we 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).
Indeed, our experience is that, as leading individuals begin to take
interest in the Authentix Eight values, 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!
Implementation is definitely not a one-shot announcement or even
several follow-up cajolings! Professionals do find the Authentix
Eight values 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 coaching, eventually result in even more committed support!
but for owners considering an ESOP, imagine the positive impact a
well-conceived ESOP launch would have on your company's
prospects for attracting capital or transferring ownership!
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. But trying one's best to
include these eight in one's behaviour with one's colleagues, bosses,
and employees, does increase the degree of one's own unique
authenticity that manifests productively 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.
One may reasonably expect that, 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
"adventure" in the application of verbal truth 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 fascinating experiences in
researching, defining, and installing values that balance all involved
stakeholders' interests are authentically described.
its special culture, and the quality of an organization's culture sets a
limit on the level of both its sustainable performance and the well-
being enjoyed by its employees. All this says that, as leaders of
organizations, we must pay close attention and respect to the values
by and for which we stand.
"Value systems", wrote management consultants John Kotter and
James Heskett, the deans of the subtle integrating field of culture
and 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 value disciplines:
Honesty: The discipline of avoiding either inaccuracy or deception
and of being reciprocally open about intentions
Verbal Integrity: The discipline of being true to one’s word, or
promptly honourable in warning of exceptions imposed by
unforeseen circumstances
Empathy: The discipline of being actively present to hear the needs,
wants and aims of others in one’s “team”, and of anticipating
accurately the sensitivities likely to be excited by one’s instinctive
inclinations to share or hide potentially painful or frightening
possibilities with or from others
Accuracy: The discipline of caring enough about the communication
of facts, hypotheses, conclusions, questions, 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 ensuring that a message has been
understood before concluding that a communication cycle is
satisfactorily complete
Courage: The discipline of (1) either asserting or forbearing when
idiotic convention supports the opposite, and (2) either accepting
responsibility for a job, project, engagement, contract, person, team,
or organization, or articulating honestly and accurately one’s
reasons for declining to accept – but only after carefully ascertaining
that one is doing neither out of either bravado or culturally
abnormal desire for acclamation
Discretion: The discipline of making faithfully practical protection,
or properly authorized recognition, of the 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,
thoughts and aims and (2) gently helping others to do the same.
Authentix Coaches has proven that these eight values, when
considered seriously through focused conversations involving
either owners or employees, or both, have the effect of "injecting
prosperity" into organizations and modelling well-being for
individuals. Tested in enterprises of up to 50 employees, we 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).
Indeed, our experience is that, as leading individuals begin to take
interest in the Authentix Eight values, 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!
Implementation is definitely not a one-shot announcement or even
several follow-up cajolings! Professionals do find the Authentix
Eight values 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 coaching, eventually result in even more committed support!
- Case Example: A prospective client of ours had spent 3 years trying to
implement an employee share ownership plan (ESOP). The company
had incurred expenditures of many thousands of expert consulting
dollars and many hundreds of hours by its most talented employees,
but the ESOP task force leader was declaring himself "sombre" 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 Authentix
Eight 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 ESOPs!
but for owners considering an ESOP, imagine the positive impact a
well-conceived ESOP launch would have on your company's
prospects for attracting capital or transferring ownership!
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. But trying one's best to
include these eight in one's behaviour with one's colleagues, bosses,
and employees, does increase the degree of one's own unique
authenticity that manifests productively 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.
One may reasonably expect that, 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
"adventure" in the application of verbal truth 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 fascinating experiences in
researching, defining, and installing values that balance all involved
stakeholders' interests are authentically described.
Our Engagement Values
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