In bureaucracies, employees “don’t matter” because they are single voices, and individual customers “don’t matter” because they are never heard by the people who determine policy. People choose the political solution rather than the best answer. Promotions are earned through political savvy rather than performance; the “show” becomes more important than content; and rumor becomes the primary form of communication. This causes organizations to focus inward and lose touch with reality.

To succeed, bureaucratic obstacles must be eliminated, and speed, simplicity, and continuous improvement emphasized. Operational units must remain small. People must get out of their offices and in front of customers. Ad hoc task forces, composed of multifunctional groups, should be set up to tackle issues; ideas should be chosen based on merit rather than on an individual’s place in the pecking order; and activities that do not add value to the client should be eliminated.

Martin Luther King, Princess Diana, Leonard Bernstein, Walter Cronkite, Colin Powell, Helen Keller, Ronald Reagan, Bill Gates, John Kennedy, Vince Lombardi, Steve Jobs, the Beatles, Tim Russert, John Glenn, Mother Teresa . . . to name a few.

There was something about these people that made them special. They led by example, raised the bar for us, and were simply the best of the best. We might have even wanted to be them, someday.

We looked up to them, and to other role models, because of their accomplishments, such as overcoming obstacles to achieve greatness, speaking up when no one else would, living rags-to-riches stories, being poster children for honesty and integrity, putting others’ needs ahead of their own, and fighting tirelessly for causes they believed in. Many of these individuals changed our world . . . forever.

I know it’s a generality, but would you be proud if your kids followed in the footsteps of many of today’s politicians, professional athletes, Hollywood celebrities, or pop musicians? There’s no need to mention them by name. You know who I’m talking about. Sure, there are some wonderful people to celebrate, but too many of today’s public figures are train wrecks –– purveyors of greed, recklessness, or dishonesty. Too often they’re excused for drug and alcohol abuse, marital infidelity, and personal arrogance as we sit mesmerized by their fame. Need I say more?

I’m not suggesting that role models have to be saints, but let’s get real. Many executives can’t tell the difference between right and wrong until they’re caught, many politicians appear to treat integrity as a liability, and celebrities live so close to the edge that many are in danger of falling off. Shame? Disgust? Public outrage? Nope. . . Too many journalists are no longer interested in reporting the facts; they’re more concerned with ratings, shaping the news, or giving cover to those who subscribe to their personal views. Obviously, there’s a void that needs to be filled.

That’s where you come in. What can YOU do to serve as a role model?

Become Part of the Solution

Hey, big shot. You don’t have to be a celebrity or a superstar to be a role model. Chances are if you’re a parent, teacher, coach, religious leader, or manager, you’re influencing people every day. Make it positive!

Set the bar high. Have high expectations for others AND yourself. Avoid the tendency to adjust the target downward just to accommodate mediocrity.

Inspire others. When you’re a role model, every message you send is critical. For example, people will notice whether or not you value a good education, the relationship that you have with your spouse, how you work under pressure, how you behave during the Little League game, and whether you’re confident enough to admit fault. Don’t wait for the stars to align to demonstrate good behavior. Deliver your message every day in small ways.

Look in the mirror. Look to see if you’re sending the wrong message. Here are some examples of behavior gone awry: cheating has become a substitute for hard work; you have become ruthless to get ahead; drugs are your rewards for success; life is about stuff, not people; relationships are disposable; the only thing that matters is winning.

Stand for something. Good role models are objective and fair. Furthermore, they have the strength of their convictions. They believe what they say and say what they believe. Mark Twain may have said it best, “Action speaks louder than words but not nearly as often.”

Walk the talk. Ensure that your words and actions are consistent.

Integrity matters. Good role models are open, honest, and trustworthy. Make sure to finish what you start and follow through on commitments.

Be respectful. Treat others as you want to be treated.

Believe in yourself. Be confident in who you are and what you represent. But balance that confidence with a dose of humility.

Hold people accountable. Don’t accept bad behavior. Speak up against abuses. If you don’t condemn poor behavior, then you’re a co-conspirator. Life isn’t a spectator sport.

Nobody’s perfect. Accept responsibility for your actions. When you make a mistake, admit fault and show you mean it by taking corrective action. Let others learn from your mistakes.

You’re judged by the company you keep. Surround yourself with people of high character and integrity. They may rub off on you and provide extra encouragement when the stakes are high or the going gets tough.

Your soul is NOT for sale. Listen to your conscience. That’s why you have one.

Step up to the Challenge

Here’s my bottom line. I don’t care how famous you are or how much money or power you have. I don’t care how many games you’ve won, how many records you’ve broken, or how many awards hang on your wall. The fact is, if you’re a lousy role model, then you’re a drag on society. Period. Your friends may excuse your behavior; your colleagues may laugh at your antics; and some people may conveniently look the other way to provide you with cover. None of that will change the reality.

But now it’s time for all responsible people to take action. Yes, you! You don’t have to be a powerful politician, famous actor, award-winning musician or an athlete in the big leagues to have fans. The truth is, you are influencing people every day. Be a positive force in their lives.

Every time you point someone in the right direction, you’re not only making a distinctive contribution to his or her life . . . you’re passing the torch to someone who’ll likely pay it forward. Although it’s very difficult to change the whole world, we can at least change the world around us. Your actions today represent the future for our kids. Remember, little footsteps in the sand usually follow larger ones, so watch where you step.

Once you understand how expectations are created, you can manage them:

• Carefully examine the situation for all possible problems before making promises about timing, costs, product performance, or service.

• When marketing intangibles, fully describe your end product so clients know what they will receive (and can avoid surprises).

• If clients request changes that translate into additional costs, be sure to spell them out as they are incurred to minimize the shock when the bill arrives.

• Explain tactfully that delays in receiving approval may translate into delays in the final delivery.

• When you know of delays or problems, don’t wait till they compound; bring problems to the client’s attention at the earliest possible moment.

• Be conservative in your estimates rather than promising the world and falling short on your promises.

• Don’t be afraid to be human––to say that you can’t deliver when it’s not possible.

In the past, leaders controlled the information employees needed to make day-to-day decisions. Leaders who continue along that path will become frustrated as they lose the confidence of employees whose desire for timely, customized, and truthful information is not satisfied. To succeed in today’s competitive marketplace, organizations must give internal communication the priority that it deserves.

Internal communication has gone through several phases over the years. The first phase was similar to the military model: Orders were given and obeyed. There was no opportunity to provide input. The second phase of communication involved the bilateral flow of information. Even though instructions were communicated down to employees, feedback was possible through formal means and selected channels. The third phase of communication encouraged two-way communication. Listening to employees was valued and mechanisms for doing so were created. The fourth phase of internal communication recognized the value of multi-channels. Just as some communication vehicles are more efficient and cost effective when communicating to the external environment, some media and processes are better for communicating internally; this knowledge was applied to employee communication. In the fifth phase, intimacy was introduced, but even with timely media like daily video and online broadcasts, employees’ information needs still weren’t being met.

It is the sixth phase––the one at which unilateral control of communication is abandoned––that organizations must strive to reach. In this phase, communication is continuous and multidirectional, the responsibility not of any single individual but of everyone within the organization. It is at this phase that good organizations stop dealing with the “tip of the iceberg.” They no longer communicate by sending out a flurry of memos, letters, reports, and policy statements.

Networking, or the “grapevine,” is at the heart of the sixth phase. It is being enhanced and formalized today as a result of the changes that are taking place in technology and the comfort level of today’s workers with those advances. Of course, networking is not likely to replace other forms of communication completely, but people are turning to it and to small group interaction more and more because these are highly personal. In networking, the message is usually delivered by someone you know and trust, as opposed to someone who is far removed from the issue giving you the “company line.” In networking, the message is never discussed in generalities but is always customized. This gives you the chance to discuss the implications of what is said. Such personal communication is expressed with passion and received with great interest, but on the downside, the information is not always accurate.

Four elements are required to make communication thrive. First, every organization requires accessible, affordable, easy-to-use technology. Second, an open, honest work environment should be embraced. Third, people should be encouraged to break down the communication barriers that exist. Last, great leaders must communicate the guiding principles, beliefs, and values of the organization––this will rally everyone to a common cause.

In sum, where employee communication was once created by a group of professionals, it is now created on the fly by laypeople. Where it was once broadcast from the ivory tower, it is now transmitted through the grapevine. Where communication was once formal, social networking and chat rooms make communication very familiar. Where communication was once highly controlled, it is now haphazard. Where executives had the first and last word, everyone now has an equal voice. Where the purpose of internal communication was to report on the completion of an event, it now plants seeds that will grow into new ideas. Where communication was once infrequent, it is now constant. Where there was once lag time in reporting an event, communication is now instantaneous. Where formal mass communication was once commonplace, customization and personalization are now the norm. So let’s stop talking about this and get started today.

This new breed of employees knows that the kind of organization just described conducts a never-ending search for the best and brightest people; that it encourages managers to develop their people both personally and professionally; that it recognizes and rewards employees for their unique contributions; that it delegates responsibility not just accountability. They want to work for a company where they are encouraged to make a meaningful contribution; where procedures, policies, and paperwork are never more important than results; and where building bonds between people is considered as important as the bottom line. How do we get there you ask?

It’s time for a new style of leadership. Workers do not respond well to micromanagement or to being treated like cogs in a wheel. In order to increase workforce productivity, management has learned various theories, techniques, and approaches that are believed to motivate employees. But they are all based on the fundamental premise that it is management’s role to do the motivating–– that is, it is up to management to push employees toward certain behaviors or to control them in a certain way. Management can reward employees by giving them a promotion, a raise, or a pat on the back; they can reprimand, discipline, or fire them; they can create rules and procedures that give selected individuals the authority to make decisions over a minimum threshold. Or, managers can earn the respect of their colleagues through their expertise, their personal integrity, and their ability to foster trust. While reward, punishment, and authority come with an individual’s position, the most effective forms of management––respect, expertise, and trust—reside in the person and are earned over time.

Successful leaders know that today’s motivational techniques may satisfy employees only long enough to achieve short-term goals. If you supplement today’s forms of employee motivation by instilling a belief in your organization’s mission and stress the importance of every employee’s contribution, you bring about commitment that motivates people forever. The question is, “Is it possible to create this kind of environment and strive for market leadership?” The answer is, “You don’t have much of a choice.”

I’m sure you know people who fit the bill. Every step they take is measured against how they’ll benefit personally; everything they do has a quid pro quo; and every conversation they have is steered to their favorite topic — themselves.

You can rest assured that when they call, it’s because they want something from you; they use people as pawns to get what they want; they feel no compunction about being the first to take, then leaving the scraps for everyone else; they bully others to get more for themselves. Sharing? Giving? Playing fair? Not even on their radar.

In the short term, their charisma, talent, and drive earn them BIG kudos. Long term, they’re disastrous. Their confidence is perceived as arrogance; their go-getter personality comes across as pushy; and their ambition is viewed as uncontrollable. The result is that their ruthless behavior causes them to forfeit the things they want most in life.

Fortunately, it doesn’t have to be this way.

One of the most important lessons I’ve learned is that people who care about the needs of others and give of themselves go much further in life. “Are you kidding?” may be what you’re thinking. “That’s the most important lesson?”

Yes. Some people may believe that this philosophy is simplistic, naive, sappy, pie-in-the-sky, while others consider that it’s only a nicety. You may be thinking, “While that sounds great in theory, it doesn’t work in the real world.” The assumption people make is that you have to be ruthless to win. I’m here to tell you they’re dead wrong. Here’s why . . .

Common Fallacies

Promote yourself to make a great impression. Self-promotion won’t always lead to a favorable impression. In fact, the opposite may be true. If you want to make a great impression, spend your time listening and making others feel special rather than telling them how great you are.

You have to move fast to get what you want in life. Relationships are built on trust, which takes time to develop. When people are viewed as “a bull in a china shop,” their motives are likely to be misinterpreted.

If I don’t take it first, someone else will. When someone makes a concerted effort to be fair, others often return the favor. The opposite is also true — when someone thinks only of himself or herself, it breeds suspicion and contempt.

Packaging yourself is everything. The best way to differentiate yourself or your organization is to be honest, caring, and hardworking. When you work smart and provide significant value, you don’t have to use gimmicks or play dirty to be recognized as a star.

Always try to get the upper hand. Relationships are all about identifying areas of shared interest and creating opportunities for everyone to be a winner. When someone gains the upper hand at the expense of others, it creates envy and resentment.

Don’t compromise if you don’t have to. Relationships are built on compromise. When you watch your partner’s back, your partner will watch yours. Compromise is key. If two people are five steps apart, the best way to meet in the middle is for each person to take three steps forward.

In business, everyone’s a competitor. Some people believe that the best way to propel their career is to outmaneuver their colleagues. When you make people look good, you’ll earn their trust and respect, and they’ll be supportive of your efforts. Plus, they’ll want you on their team.

There’s not enough time to help others. When you make an effort to help others, you’ll create an army of people willing to return the favor for you one day. But remember, please don’t keep score.

The Magic of Giving

You be the judge as to whether or not taking the high road leads to success . . .

Would you consider an egotist to be your role model? Would you choose a self-centered person as a good friend? Would you form a partnership with a greedy person? Would you recruit a selfish person for your team? Would you marry and spend your lifetime with a greedy person? I thought not.

It really doesn’t take much effort to show others that you care. For example, treat them with dignity and respect; “make someone’s day” with a few kind words; provide encouragement; show concern; spend quality time; listen with interest; share half; put their needs before your own; reach out to someone in need; share your wisdom and experience; pay them a compliment; teach them how to fish for a lifetime; thank someone for an effort well done; ask for or share an honest opinion; show gratitude; remember a special event; instill a strong set of values; provide encouragement.

Remember . . . give because you want to, not because you must. That way, it’s from your heart. Believe me, it will come back to you in ways you’d never imagine — but don’t give because you’re expecting something in return.

Some people may look at you cross-eyed after you make a kind gesture. “C’mon,” they’ll think, “why are you really doing this? No one does something for nothing.” Then, when they realize there’s no catch, something magical will happen. You’ll be viewed in an entirely new light.

Just think how far your kindness will go toward building trust, strengthening your relationships, developing teamwork and camaraderie, enhancing your reputation and sense of self-worth — not to mention, adding to your karma.

Giving is a winning game. As Patti Thor says, “It’s not that successful people are givers; it is that givers are successful people.” So remember, it IS better to give than receive. Go ahead; give it a try.

According to 2010 Towers Watson Communication ROI Study Report, “Companies with highly effective communication had 47 percent higher total returns to shareholders over the five-year period (mid-2004 to mid-2009) compared with companies with less effective communication practices.”

Employees are saying they need information today because it’s obsolete tomorrow; they are saying it must be relevant, customized to meet their specific needs, or they’re just not interested. What brought about this fierce desire to know more and know it now? It’s driven by the belief that in an age of abundant information and rapid change, you can’t be productive by waiting until the end of the month to receive a generically written, watered-down newsletter that doesn’t provide relevant information. While that may have been satisfactory yesterday, in today’s fierce global economy, it isn’t enough.

Management should embrace new technologies and support the various forms of communication that are available. It must view information as a competitive weapon, not as a threat; it must support knowledge and learning at every level. First-line managers must keep in mind that effective internal communication must be:

• Multidirectional—upward, downward, lateral, diagonal

• Objective—expressing all sides of an issue

• Comprehensive—both in breadth of subject and depth of content

• Relevant—expressing issues that are meaningful; for example, providing the rationale behind policies

• Credible—expressed by those in the know

• Inviting—cutting through the information clutter

• Honest—truthful, factual, and error free

• Open—a fair and open exchange of ideas; bad as well as good news

• Thorough—containing more rather than less information

• Prioritized—filtered by importance so people aren’t victims of information overload

• Timely—the most up-to-date information possible so that people don’t have to go to other sources to get the information

• Consistent—actions consistent with words

• Appealing—easy to scan and understand

• Frequent—disseminated at regular intervals

• Reinforced—disseminated through multiple media

• Coordinated—in line with other communication elements

• Participatory—involving and relevant to the audience

• Measurable—evaluated regularly to determine effectiveness on the target audience

Today and in the years to come, organizations will have to focus on winning employees back; building trust, respect, and teamwork between people; being receptive to and then acting on the best ideas; and once again instilling employees with pride in and commitment to the organization. Internal communication will be a major force in achieving those ends.

Sure, we’ve all been kids and vaguely remember our childhood, but that’s not a very good rehearsal for the real thing — parenthood. Becoming a parent is a little scary. No, . . . it’s VERY scary. On one hand, you feel like you’ve been thrown into the pool without first learning how to swim. On the other hand, being put to the test is a small price to pay for parenthood — one of the most exhilarating and rewarding experiences of a lifetime.

As parents, we want the very best for our kids: to lead happy, healthy, and productive lives. We want our kids to live up to their potential, to grow up to be decent human beings, and to contribute back to society. And, although these goals are very admirable, getting across the finish line isn’t always easy. For instance, when our kids fall down, we feel their pain; when our kids lose, we lose with them; and when our kids get rejected, we feel their disappointment.

As loving parents, we make every effort to guide our kids to the Promised Land and shield them from dangers lurking around the bend. Unfortunately, sometimes our well-intentioned actions set us on a collision course with our kids. For example, we “coach” our kids not to make the same mistakes that we’ve made; we scrutinize our kids’ activities to ensure that they’re trying their best; and of course, we flip out when they really step out of bounds. Some people may say we’re meddling; others call it hovering; our kids would probably say we’re driving them crazy. The truth is, even though everything we do is out of our love for them, we can be our kids’ worst nightmare.

Nag . . . Nag . . . Nag

Work hard. Although our kids aren’t always willing participants, we try to instill a strong work ethic in them at an early age. “I know Johnny’s parents don’t make him clean up his room, but Johnny’s not our child.”

Do your best. We want our kids to understand that their work isn’t finished until it’s done “properly.” So, we send them back to the drawing board and ask them to raise their game. That doesn’t always please them — especially when there’s something good on TV.

Share your toys. Sharing is a very difficult concept for little children to learn. Come to think of it, it’s a difficult concept for many adults to grasp also. Well, that doesn’t stop us from trying to teach our kids right from wrong.

Reach for the stars. We want our kids to set stretch goals for themselves in life. So, just when our kids reach their comfort zone, we drive them crazy by suggesting that they have the potential to achieve more.

Values matter. I’m sure our kids get tired of hearing, “Always tell the truth,” “Sit up straight,” “Save for a rainy day,” and “Don’t talk with your mouth full” — but ask yourself, would you like to eat across from yourself?

Learn by your mistakes. It really hurts to watch our kids hit a wall after making a mistake. So it’s tempting to overcompensate by trying to raise them in a bubble. I know, I know. Our kids won’t be independent if we force them to ride through life with training wheels. Experience is a good teacher — we just hope they appreciate that when they get older.

You’re judged by the company you keep. When our kids are young, we have total control over their environment. When they get older, however, their friends have a major influence on their lives. As the adage goes, “You’re judged by the company you keep.” We cross our fingers, hoping they choose wisely.

Eat your vegetables. Good luck trying to “preach” healthy living habits to a teenager who thinks French fries are a health food, who could be a gold-medal winner if video games were an Olympic sport, or who could be the poster child for “couch potato.” The habits they grow up with may “shape” them for life. Sometimes that’s a tough thing to swallow.

No One’s Perfect (Not Even Parents)

A note to our kids:

Although we aim to do our best, we aren’t perfect. So please try to understand. As your parents, it’s our goal to never have a second agenda, an ulterior motive, or expect to be paid back — all we want is what’s best for you. Period. That means that although we’re not “cool” anymore, embedded in those recollections of the five-mile walks to school (uphill both ways), there are occasional lessons to be learned. Listen to us every once in a while — we may still know a thing or two about life, and we desperately want to share it with you.

We may not have all the answers, but I’m sure we can figure it out together. And since we’ve made our share of mistakes in life, learn from our missteps. Why run into the wall and get hurt when we’ve already “been there, done that”? And, if we’re pushing you to live up to your potential or to be a better person, why put up a fight? Would you rather have parents who don’t care?

We know that we get on your nerves sometimes. We know that it’s your life to live. But we wouldn’t be doing our “job” if we didn’t get under your skin every once in a while. That’s what parents do. One thing we can promise. We will ALWAYS be in your corner rooting for you. We will ALWAYS put your needs before our own. And we will ALWAYS be there to pick up the pieces if things head south. Remember, no one will ever love you more than we do.

Being a parent is a tough job. We’re not complaining. We wouldn’t have it any other way. We are so blessed and honored to be your parents. But unfortunately, parents aren’t issued an instruction manual. By the time we really figure out this parenting thing, you’ll be all grown up having children of your own. . . . now it’s your turn.

Why then are managers puzzled by employees who are highly motivated outside of work but show little initiative on the job; people who put in time but no energy; people who spend more time working on their résumés than on the activities at hand. A management style that produces these results obviously won’t be enough to compete in today’s global economy, especially given changes taking place in the attitudes of workers today. In fact, the result of this plantation-style management is already causing a disastrous collision between the needs of businesses and the demands of today’s workforce.

According to Jim Harrington, author of Business Process Improvement, the virtue of clear and simple communication is evident in the complexity of the following documents:

The Lord’s Prayer        57 words
Ten Commandments        71 words
Gettysburg Address        266 words
Declaration of Independence        1,300 words
U.S. Government Contractor Management System Evaluation Program        38,000 words

Someone once said to me, “I don’t mind the volume of work, in fact, I thrive on it. But the politics are draining and debilitating.” How much time would be saved if you focused solely on bettering the organization? If you want to reduce politics, you must instill a common sense of purpose focused on adding customer value; a working environment of openness, of trust, and honesty; a climate in which playing politics is a losing game.

In a world where time is a precious resource, we often draw conclusions without examining all the information that’s available to us. We rely on shortcuts, such as someone’s reputation, to simplify the process. Did the job applicant have a good reference? What did my neighbor say about the contractor? How was the restaurant review? In short, we place tremendous value on credible sources to help us make decisions every day.

What Are People Saying About You?

Your reputation is like a shadow, following you wherever you go. You can’t disguise it, you can’t hide from it, and you certainly can’t run from it. It will follow you for life. And although it’s said that you can’t be in two places at the same time, you actually do it every day — your reputation serves as your stand-in whenever you’re not around.

Your reputation can be your best friend or worst enemy. It can open doors to marvelous opportunities or ensure that every door is slammed right in your face. What does your reputation say about you? Does your “shadow” promote you as an upstanding individual or drag you through the mud?

A moving target. Your reputation is constantly evolving. Over time, the cumulative observations of your words AND actions form the basis of your reputation. And it’s not only what you do but also how others perceive your motives that often counts most.

Your reputation can be influenced by such behavior as:

• Was your joke at the office party in bad taste?

• How did you treat the employee after the infraction?

• Was your Facebook post inappropriate?

• Were you tactful in lodging the complaint?

• Do you get along with your peers?

• Did you help your colleague when he or she was in a pinch?

• How do you treat your pet?

• Are you a fair-weather friend?

• Do you play office politics?

• Can you keep a secret?

• Are you a team player or merely out for yourself?

• How do you react under pressure?

• Were you gracious in accepting the award?

• Do you accept responsibility for your actions?

What do you stand for? Your reputation is much too valuable to treat casually. But if you don’t know what you stand for, you’re leaving it all to chance. Take 10 minutes to get to know the real you. When you look in the mirror every morning, are you happy with what you see? How would you define your values and core principles? What matters most to you in life? Are you the kind of friend that you’d want as a friend? How would you define the “ideal you” compared to the real you? If you were tasked with writing your obituary today, what three things best describe you? If you don’t like what you see, don’t blame the mirror.

Consistency is key. When your behavior is steady and reliable, your actions become predictable. This enables people to form an impression of you and anticipate future behavior. As time goes on, any deviation from your normal behavior is characterized as an anomaly or that you’re having “a bad day.” On the other hand, if your behavior is erratic and unpredictable, you’re sending mixed messages and leaving your reputation open to confusion and misinterpretation.

There’s no excuse. While it takes significant time and effort to build a solid reputation, you can destroy your standing in the blink of an eye. A flaming email, a sarcastic remark, a neglected “thank you,” or a missed commitment is all it takes. For the most part, people are very forgiving if you make an honest mistake or act out of character on occasion. But when improper actions — such as lying, cheating, or stealing — are repeated or intentional, however, your reputation suffers. Even if you offer a heartfelt apology after a transgression, it can still take considerable time and effort to recover.

News travels fast. In years past, reputations were formed primarily through word of mouth — and that continues to remain true today. The difference is that we’ve migrated from one-on-one conversations to social media (such as Facebook, Twitter, and LinkedIn), which spread news to thousands of people around the world at the click of a mouse. Furthermore, the Internet makes news permanent. Once bad news starts to snowball downhill, it can take a Herculean effort to slow the momentum. For that reason, nasty rumors and gossip must be addressed head-on before irreparable damage takes place.

Rome wasn’t built in a day. Many people ask if a tarnished reputation can be repaired. The quick answer is yes, BUT don’t expect to achieve success overnight. A tarnished reputation takes time and complete honesty to repair. The only way to mend your reputation is by rebuilding trust in small increments. Baby steps help others connect the dots and build bridges between your actions. On the other hand, aggressively trying to change your reputation often ends up doing more harm than good. Significant, “overnight” changes in behavior can defy credibility and cause others to be more suspicious than trustful of the “new you.”

Your Reputation Shadows You Everywhere

Protect your reputation like it’s the most valuable asset you own. Because it is! You can’t escape your shadow, but you can shape your reputation. Here are seven actions that you can take to build and defend your reputation:

1. Values matter. Operate with integrity at all times. Do what’s right. Period. That way, you’ll never have to look over your shoulder to see who’s watching.

2. Stand for something. People crave consistency and predictability. Maintain the strength of your ideas and principles.

3. Take pride in what you do. If you’re not proud of what you’re doing, either you’re not finished yet, or what you’re doing is not worthy of your best self.

4. Accept responsibility for your actions. If you wouldn’t be proud to see your words or actions in a headline, don’t say them or do them. If things go wrong despite your best intentions, don’t hide out. Face the music with an apology and your plan to do better.

5. Think before you act. Count to 10 before losing your temper, sending a flaming email, or making a caustic remark — or you may live to regret it.

6. Be a good-reputation ambassador. Help others build and sustain their reputations by acknowledging their good works, by modeling good behaviors yourself, and by never engaging in reputation assassination.

7. Let your conscience be your guide. Your character matters most when no one is looking.

People love their toys. They safeguard their precious cell phones, cars, and computers, even though they’re replaced every few years. Your reputation is uniquely yours and remains with you for life. Every time you make a move throughout your life, your shadow (or reputation) moves along with you. Sometimes it even stands in for you in your absence. Remember, whenever your name is mentioned or your presence is noted, your reputation is not far behind. Make it reflect well on you.

Since superior client service is as much a philosophy as an activity, it is important to discover just what kind of culture produces the mind-set necessary to exceed customer satisfaction. Ask yourself:

• Does my organization make policy changes to benefit its employees or the client?

• Does my company take clients for granted because they’ve “been around” for a long time?

• Do my company’s employees do their best work only after the competition has made inroads?

• Do our employees know that customer satisfaction is their top priority?

• Are my company’s policies geared to the best interests of our clients or to profitability?

• How well do I really understand my clients’ businesses? How much do they know about mine?

• Do I know why clients are happy or unhappy with my company’s services? What steps have I taken to find out?

• Am I accessible when my clients need me?

• Do I treat my clients differently now than when I was courting them?

• Am I so concerned about losing clients that I fear making innovative suggestions that might rock the boat?

• Do I encourage and reward employee performance that is in the best interests of clients?

There has, however, been a deep, fundamental change in the way we view the world today, and, as a result, trust is no longer fashionable. Few adults can remember a world without cynicism. Where “death do us part” once had meaning, today one of two new marriages ends in divorce and countless others exist in name only. Politicians who were once solid members of the community are dropping out of campaigns due to scandals and irregularities. Employees who once believed in devoting their entire working lives to one organization have seen so many colleagues tossed out in restructurings and outsourcings that those who remain are often left emotionally uninvolved in their jobs.

The trust deficit is a sea change from the time when a person’s word was his bond, when employees worked for one company until they retired, when business deals were made on the basis of “I know your father” or “We’ve worked with your company before.” These were all ways of saying we recognize your values, understand how much your reputation means to you, and know how you conduct business. These values resulted in increased business, stronger customer loyalty, better employee morale, reduced turnover, and higher profit margins.

If businesses are to thrive in the global marketplace, trust must be more than something that is talked about; it must be at the core of everything that is done. Organizations cannot be jungles where only the fittest survive, living in a state of battle readiness in order to meet the grueling tests of everyday corporate life.

In organizations, trust is like love in a marriage: it bonds people together and makes them strong and effective. Trust in a relationship increases security, reduces inhibitions and defensiveness, and frees people to share feelings and dreams. Trust empowers you to put your deepest fears in the palms of your colleagues’ hands, knowing that they will be treated with care. Trust enables you to be yourself and maintain your own values without worrying about acceptance. Trust makes colleagues willing to spend time together and make sacrifices for one another. Trust is an expression of faith that makes it easy for colleagues to have confidence in one another’s ability to perform well and to know that they will be there if needed. Trust means that promises made will be kept, and it also means that if a promise is not kept, it was probably for good cause. And finally, trust means that a relationship will last not because it is good business, but because the relationship itself is valued.