Authentix Coaches
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 its
performance for share-holders, the well-being enjoyed by its employees &
associates, and the sustainability of the communities sanctioning it.  So, 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 inappositely
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 -- (c) 2005-14 by
their author, Angus Cunningham (permission requests to
this email):

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 honest
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, interests, preferences, and tastes (
NWIPT) of others in one’s family,
client, team, prospect, community, organization, culture and world and (b)
anticipating accurately the sensitivities likely to be excited by one’s
interest/want/need to share (or hide) potentially painful or disturbing data,
hypotheses, expectations, or possibilities with such people

Accuracy: The discipline of caring enough about the communication of data,
observations, facts, hypotheses, findings, questions, observations, 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 (1) a message, either outgoing or
incoming, has been understood before concluding that a communication cycle
is satisfactorily complete and (2)
priorities are conscious

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

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 (1) "injecting" real (rather than only financial) prosperity-
creating capacity into organizations and (2) modeling 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 sustaining and sustainable
corporate values (see
chart indicating impact of culture on corporate

When leading individuals take interest in these values, then focused and
curiosity is aroused, insight replaces rigid and out-of-date
, 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 for these eight, 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.  Although no change in the already tabled offer was made to
sweeten the ESOP deal, this figure is nearly three times what is typical of North
American ESOP launches! (
Link to fuller narrative).

This is not to suggest that an ESOP is good for every company.  No, 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.  Even more important, however, is
active consideration of values that make clear sense for your company's

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

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
founder, Angus Cunningham, is now in the final stages of completing
a book on the subject -- a book in which his successes and failures in
researching, defining, and helping his clients and partners install values that
balance all stakeholders' interests are authentically described.  
Eye-Zen English
principles of problem-solving conversation facilitate such work.
Our Engagement Values & Ethics
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Seeking equanimity,
or at least poise,
before either
excitement or
comfort, today’s
leaders develop and
insight, sow
inspiration, and apply
our passions to
advancing not only
our own aims but also
those of our families,
clients, and other
communities of good