Knowing Your Leadership Non-Negotiables
Stating what must and must not happen to operate and achieve is critical to success.
"If you are going to lead, you have to know your non-negotiables,” is a quote that I recently came across and that recommendation is the seed of this article.
The initial, obvious question is why specifically is this necessary and beneficial.
“Non-negotiables are your compass,” says Justin Belmont, the CEO at Prose, a marketing and staffing agency. “ Without them, you’re just wandering. They give your team clarity, confidence and something to rally around.”
The risk otherwise is too high.
“If you don’t stand for something,” Belmont adds, “you’ll fold under pressure and take the team down with you.”
These beliefs and commitments can pave the way for success.
“Clarity and consistency are critical components of effective leadership,” says Damien Zouaoui, the co-founder of Oakwell Beer Spa, a day spa with a taproom experience.
“Knowing your non-negotiables allows you to build a solid foundation of principles that will guide your decisions and actions. Without these, leadership is ambiguous and reactive rather than intentional and inspirational.”
Extensive thought should go into this process, considering how the team might experience, interpret, judge and respond to the communicated non-negotiables.
“Every leader must identify personal and organizational core values that are never questioned,” asserts Jim Camp Jr., a recently retired Major General in the United States Air Force and the co-owner and a negotiation coach at Camp Negotiations.
“Given (that) the leader has created an environment of clear expectations and communicated priorities which cannot be ignored, an internal understanding or agreement, has already been struck.”
He further explains why this objective is invaluable for organizational culture and individual decision-making and behavior.
“For most, the word ‘negotiation’ implies one's willingness to compromise,” Camp says. “‘Non-negotiable’ for a leader means their teammates would never entertain the idea of re-negotiating in the first place.”
He illustrates his point.
“A good example is integrity. A leader who's respected and values integrity has already established an internal contract,” Camp says. “In other words, the entire team understands that rejecting a ‘non-negotiable’ core value means they've decided to leave the organization.”
How a leader comes to decide on what exactly those non-negotiables will be and how they will be expressed, including explaining the "why" — to show their critical importance to the mission, largely will determine the effectiveness of the buy-in.
“I start with what really matters—to me and the mission,” Belmont says.
“What are the lines I refuse to cross, no matter what? For me, one of those is quality. I make it clear: ‘If it’s not excellent, it’s not Prose.’ Then I back it up with why it’s non-negotiable: because delivering anything less would betray our clients’ trust and damage our reputation. When people understand the stakes, they get on board.”
Focusing on the meaningful and the purpose is helpful.
“Deciding on non-negotiables begins with reflecting on your values, purpose and your organization's unique goals,” Zouaoui says.
“For me, it started with identifying the intersection of what I personally believe in —integrity, innovation and hospitality — and the core values of (our) mission. These non-negotiables consistently provide an exceptional customer experience and cultivate a supportive team culture.”
To make certain that these operating points are always top of mind, Zouaoui consistently communicates them in words, process and execution.
“I communicate these priorities through daily operations, team meetings and strategic plans. Simply stating them is not enough,” he says.
“I ensure that these core principles are upheld through consistent action. The ‘why’ is reinforced through storytelling, which explains how these values have driven success, solved problems or influenced important decisions,” Zouaoui adds.
Issuing policy is necessary yet that alone will not bring forth the desired results.
“Once a leader has identified their non-negotiables, it's not enough to simply mandate policy or demand compliance,” Camp says.
“Leaders who take the authoritarian approach are missing out on an opportunity to negotiate with their followers. By seeking an agreement with their teammates while helping them understand ‘why’ something is important to the mission, the leader is building trust and connecting with their followers.
Respect and thus, psychological safety throughout the organization is a necessity.
“This is especially true when the team feels comfortable questioning a non-negotiable issue,” Camp says. “The leader-follower agreement is fragile so the leader must have patience to help their team buy-in to what's important and why.
“A leader must first recognize their followers right to say ‘no’ to what they're proposing. Remember, a leader can't force someone to remain on the team.”
Successful communication and leadership modeling to inspire commitment is clear.
“Be real and back it up with stories. People don’t follow rules — they follow reasons,” Belmont says. “I share examples of when sticking to our non-negotiables led to big wins, or when ignoring them cost us.
“When people see the proof, they’re inspired to commit — not because they have to, but because they believe in it too.”
How words are presented and people-and-organizational actions take place is important.
“Communication must be clear, relatable and purpose-driven,” Zouaoui says.
“First, communicate your non-negotiables in a way that your team understands. Avoid jargon and focus on simplicity and sincerity,” he adds.
"The most inspiring leaders connect their non-negotiables to the bigger picture, helping their team understand why these principles are important not only for business but also for people.”
“Commitment and inspiration are reciprocal,” Camp stresses.
“If a leader wants a commitment from the team, the team needs to feel a genuine commitment from their leader. A self-less leader who's humble and truly devoted to the success of their teammates, develops the cohesion necessary for the organization to succeed.”
He details what this looks like in practice and reality.
“Leaders who take the time to create an open dialogue around the ‘why’ a directive is important, have a better chance of reaching an agreement,” Camp explains.
“During the discussions the leader should also realize that what they hear from their teammates is important. If a leader asks the right questions and is willing to listen, this helps the team make sense of the directives.”
The buy-in is simpler when people learn how they win too.
“When a team discovers that they're in place to benefit the entire team, the agreement to comply is stronger.”
To advertise, sponsor a section of the newsletter or discuss your affiliate marketing program, contact CI.
Recent Articles
‘Prickly Egos’ and Your Response
Instead of Pointing the Finger, We Can…
The Smart, Brave ‘Idiot’ in Meetings
Successful Leaders’ Stage Fright — And Overcoming It
Recognizing More of Your Abilities
Benefits and Safety of CEO Media Training
