Use internal examples
When it comes to driving changes through an organization, don’t forget that leading by example is often the most effective means of getting people on board.
For example, two of Rhenman’s core values are ethical behavior and respect for people. In attempting to convey how important these ideals were, Rhenman had to be honest in admitting that he did not have all the answers.
“One of the things I do very openly is talk about my own development gaps,” Rhenman says. “I talk about my own experience in my development gaps and how I worked on it throughout my career. I have my own leadership team go through and talk about their leadership gaps. In terms of self-awareness, it’s OK to share your gaps. If you want to work on closing gaps or improving those areas, most people want to help you. Hiding your gaps is not of interest, either for yourself or for the company.
“Being more transparent and open and honest is going to help both the individual leader and the company.”
Rhenman wanted his employees to know that while he preached the importance of these core values in the way Solae did business, it didn’t mean that he was without flaws.
“You have to have that willingness to learn,” Rhenman says. “You can pick many leaders that are fantastic role models and are very successful in their industry, but for every such leader, you can probably find one or two things they have as a development gap. You don’t have to be great in everything. But you have to have a combination of strengths and knowledge of gaps and know, ‘How do I compensate for those gaps?’”
Revealing your own weaknesses is a great way to show employees you are not above them or better than them in terms of needing improvement.
“I’m a driver and very results-oriented, and my natural tendency was always to solve as many problems as possible,” Rhenman says. “I’m very aware of this, and I’ve learned that I need to spend as much time today on coaching and people development and employee engagement as I do on business issues. My balance has really shifted.”
By being open about your own faults, you further encourage your employees to look inwardly at their skills and to feel more comfortable bringing up concerns they might have and to endorse your core values.
“They know they can come in and ask questions and who the right people are to ask for advice to make sure we stay inside our core values,” Rhenman says. “They get to the same calibrated thinking of what good judgment means.”
When Rhenman looks at his company today, he sees an organization in which people have a better understanding of the company’s foundation and how that supports what they do on the job each and every day.
“As a leader, it makes your life so much easier knowing you have the foundation to stand on and you can focus on driving business results,” Rhenman says. “Core values are important for employees. And it’s important for me as the leader of the company because it makes me feel proud of what we are and what we stand for. People will look for companies they respect in terms of the core values that they have.”
How to reach: The Solae Co., www.solae.com or (314) 659-3000
