You have made the commitment, done the hard work, and now are reaping the rewards. By practicing the four principles of values-based leadership, you have your personal act together. These principles have also enabled you to establish a values-based organization, with the right team members in place. People feel good about working for the organization; and the customers, vendors, and suppliers are happy. It's no wonder that shareholder value (which, as you recall, is a dependent variable that reflects the satisfaction of team members and customers) is increasing as a result of the company's sales growth, return on investment, and cash flow.

Now that you are enjoying the fruits of your efforts, it would be both easy and understandable to want to take a bow at the second curtain. Being self-reflective, however, you realize that when you look at things in a broader context, your work is not finished. There is still much more to do, particularly to prepare the organization for changes and challenges that are bound to arise.

Further, as we will discuss in Chapter Twelve, an organization exists for more than just a business purpose. Make no mistake, performance is extremely important. A healthy and growing company provides opportunities for team members, serves customers, and generates a return that investors count on for their future. Nonetheless, organizations do not exist in a vacuum. They are part of an industry, they contribute to the economies of the countries in which they operate, and they are citizens (often on the global level) that have an obligation to improve society. When organizations embrace these responsibilities, they move from success that they measure by their own metrics to significance.

Being a values-based leader in an organization that prides itself on what it stands for is relatively easy when things are going well. However, both personal and organizational leadership are defined by challenges. In the midst of change, controversy, and crisis (what I call the 3C's), leaders demonstrate what they are made of: Do they remain absolutely committed to their values, or do they start to waver and make exceptions? The actions of leaders and their organizations broadcast their values to the outside world. As we've seen countless times in the news, companies can say they are committed to doing what is right, but accountability and decisive action are the proof positive. Actions showcase what an organization truly stands for, and demonstrate its commitment to acting not only on its own behalf but also for the greater good.

Looking at issues in a global context will give you a much broader perspective than if you put on blinders and consider only what's best for you and your organization. Understand that what's best overall may come at a cost financially. The longer-term payoff, however, is the knowledge that yours is a values-based organization committed to doing the right thing and setting an example for others to follow.