I actually mean “Four I’s” but since culture is the common view of how things get done, an important element is shared vision. Leaders create culture over time amidst constant change. So how can they keep eyes on a shared prize? By modeling and imbedding integrity, innovation, intuition and inclusiveness as basic decision guidelines everyone in the organization uses, day to day, as they way they work. What does each of those I’s look like in action?
Integrity in an individual is often defined as character; the relationship one has with oneself and between one’s beliefs, values and actions. Integrity shows up as behavior and decisions that are congruent with the shared beliefs of the organization. If, for example, “employees first” is a mantra, as in baseball, a tie between the client and an employee will always go to the employee.
Innovation emerges when people are open to possibilities (see the previous article above). Innovative leaders and organization let mission and values drive outcomes. Simon Sinek’s Start with Why comes to mind here. If you haven’t read it, I highly recommend you do.
Intuition is knowing but not knowing how or why you know. A lot of people call if gut feeling, but it’s simply a feeling. If a decision feels good or bad, just go there! A recent study found that focusing too intently on deliberate decision-making erodes the first I, integrity – people begin to manipulate the facts and push morale boundaries. Intuitive thinking isn’t an oxymoron.
Inclusiveness is making sure that everyone impacted by a decision or action is engaged; equally, as a whole, and without exception. The cliché, at the table, is overused, but it’s meaningful and practical if you apply practical role-defining tools such as the RACI model.
If you’re already good at making each of these I’s a unifying force in your life and work, kudos! If you’ve only got one of two down, remember four will see you through a lot more!
