As leaders, sometimes the hardest challenges we face involve employees resistant to guidelines and/or change. We understand most people are honest, but to avoid complex disciplinary situations, we create value structures based on those who abuse the system rather than those who follow it. In these scenarios, it can be easy to convey expectations in broad terms; however, if our approach to negative trends is to value virtue over people, then we won’t be able to motivate their integrity.

For others, the most difficult aspect of leadership can vary from inspiring hospitality to maximizing technology to assumed collaboration. Regardless of the exceptional scenario in our enterprise, the common denominator is taking the four foundational keys (i.e. safety, courtesy, show, efficiency) and making them personal in a way that gives direction and improves instruction. By utilizing this approach, not only do we manage our exceptions in supportive fashion, but also voice expectations through the lens of what’s working.