A true leader must understand the values of the company and how they align with their personal values.  It is their responsibility to ensure that their actions as well as the actions of those that they lead follow those values.  Given the importance of those values, you need to make sure that the people you lead are prepared to continue the legacy that you have helped established (or maintained/improved through prior leadership). 

In the book The Leadership Challenge, the authors have an exercise to help you understand those values and how to communicate.  It is called the Credo Memo.  It goes something like this:

"Imagine that your organization has afforded you the chance to take a six-month sabbatical, all expenses paid.  The only hitch is that you may not take any work along on this sabbatical.  And you will not be permitted to communicate to anyone at your office or plant while you are away.  not by letter, phone, fax, e-mail, or other means.  Just you, a few good books, some music, and your family or a friend.  But before you depart, those with whom you work need to know the principles that you believe should guide their actions in your absence.  They need to know the values and beliefs that you think should steer their decsions making and action taking.  After all, you'll want to be able to fit back in on your return.  You are permitted no long reports, however.  Just a one-page Credo Memo.  Take out one piece of paper and write that memo."

So, here is my Credo Memo:

M E M O R A N D U M

To: My Department
Subject:  Think before you act

In my absence, think about what we are doing for our customers.  Develop the highest quality of service and product possible to our customers. Find ways to make their jobs easier through the usability of our products. Make sure that all new features, improvements or products will truly improve the customer’s profitability either through cost savings or new opportunities. 

Think about your everyday workloads.  Spend every hour as wisely as possible.  Do things smarter and better, not necessarily faster. Ensure that the processes, tools and practices that you use and recommend to others are achieving the necessary results between quality, efficiency and effectiveness in providing service and products to our customers.

Think about your particular role in the teams that you are involved in.  Each person on the team is expected to be the expert in his or her areas. If you are not an expert, find ways to develop that expertise through training, research or other opportunities. If you believe you are an expert, make your voice heard and do everything you can to maximize your contribution to the team’s success.

Think about the teams that you are involved in – functional, project, departmental or organizational.   Let’s remember that we are all on the same team. Do everything you can in getting to know, trust, respect and appreciate the other team members as individuals. Maximize the team’s creativity, knowledge, experience, communication and collaboration to come up with the best solution in a timely manner.  Part of this requires a balance between hard work and hard play, so don’t forget to find ways to have fun together as a team. 

In order to learn and grow as individuals, be willing to take risks and make mistakes.  Learn from the past and focus on the present while not ignoring your current understanding of the future. Challenge the status quo and expect that there is always a better way to do things by stepping outside the box.  Remember that you are not just an expense to the organization, but an investment and an asset.  Do whatever you can to maximize that investment and your value to the company while recognizing and rewards the investment and value of others.  

Do you know your values and beliefs? Do they align with your organization?  Have they been communicated successfully?  

I learned a lot about myself, what I believe in and what was important to me through this exercise.  I also firmly believe that if you asked people that I lead, they would identify things in my credo memo with something that I have said or done.   I have distributed these to my team, and have used this information to re-communicate values as needed for reinforcement. 

If you are in a leadership position, I strongly encourage you to try this exercise.  This may be a difficult exercise for some as it requires giving up a little more of yourself and giving it to others.  If you do it, you will define your legacy.  The next step is to make sure others follow your legacy, whether it is a six-month or permanent leave.  This is through your communication and your actions.   

Sadly, too many companies rely solely on the values and actions of their leaders...when those leaders leave, the company loses a part of itself.   The more influencial the leader, the greater the effect.  It doesn't have to happen this way.  If you establish leaders around you and they understand the legacy you want to leave behind, the company doesn't have to suffer your loss.  Because, in a way, it will be as if you never left!