Jacqui d'Eon - Blog #core values

Life Feel Off? Check Your Compass

Thu, 02 Apr 2026 12:16:11 -0400

For years, I thought I knew my core values. I could list words like honesty and integrity and feel satisfied. But deep down, I wasn’t really living by them. I hadn’t taken the time to articulate what truly drives me, or what really matters when life gets messy.

That changed when I discovered Robert Glazer’s book, The Compass Within. It showed me that understanding your core values isn’t just a feel-good exercise - it’s a tool for making better decisions, finding alignment, and even recognizing when life or work is out of sync.

On the surface, the book reads like a simple parable about a young man reflecting on who he is. But underneath, it’s a step-by-step guide for discovering what genuinely matters - and how to let it shape your choices.

Glazer explains that a true core value has three defining traits:

Non-negotiable principles you already live by (even if imperfectly)
Stable across time and situations
A source of both pride and friction

The Compass Within is more than just a book; Glazer developed an AI tool that guides you through the process yourself.

It’s simple to use, but the insights it delivers can be profound.

The AI asks tough questions, helping you spot patterns in your behaviour and uncover truths you might have overlooked.

Why bother? Because when your life or career is out of alignment with your values, it manifests as stress, frustration, or a sense that "something’s off."

Your values can act as a compass, pointing out where adjustments are needed and guiding your next steps.

Glazer suggests testing your values with these questions:

Can I use this to make a decision?
Does its opposite create discomfort or anger?
Is it a phrase, not a buzzword?
Can I honestly rate myself on it?

Here are my core values:

Create clear, functional structure so things and people can work well
Make clear commitments and follow through - mine and others
Honour the trust placed in me by choosing responsibility consciously and carrying it fully
Pursue meaningful progress, not stagnant routine

Truthfully, I would never have come up with this list on my own, but it feels right.

Now I’ll ask you: Does this align with the Jacqui you know?

If you want to try this yourself (and I highly recommend it), read The Compass Within and then use Glazer’s AI tool, which is free and carries no obligation: https://robertglazer.com/compass/.

You’ll be glad you did.

Your Culture Lives in the Middle

Wed, 18 Mar 2026 15:22:02 -0400

You have the posters. Your mission statement is a masterpiece. Your organization has a culture manifesto. Yet, day after day, the way work actually happens tells a different story.

Culture isn’t what you write on the walls—it’s what people live every day. And the people who shape that lived experience are often your middle managers.

They lead teams, run projects, train new employees, and translate the tone set by the C-suite into daily reality. They are the real guardians of your culture.

Consider this example: a middle manager in a growing firm noticed that her team was routinely skipping debrief sessions because deadlines were tight. The culture document emphasized collaboration and learning, but pressure from above made it feel impossible to honour that value. She decided to push back. She convinced her director to allow her team to take time for retrospectives.

The result? Problems were caught earlier, meaningful conversations happened, work processes streamlined, and productivity actually improved.

That’s culture in action: small, deliberate choices that reflect the values you’ve set when middle managers have both permission and support to uphold them.

If middle managers don’t experience the culture you intend or don’t have the power to influence it, your organizational values exist only on paper. Instead of a cohesive culture, you get a fractured mosaic: work gets done, yes, but engagement, morale, and long-term performance suffer.

This isn’t about middle managers being unwilling or ill-intentioned. It’s about pressure. They are tasked with delivering results while absorbing expectations from above. Structural barriers often prevent them from nurturing culture, and when no one rewards that effort, they make the pragmatic choice: prioritize tasks over people.

The solution is simple in principle but requires commitment: if you want a high-performing organization where culture thrives, you must support the middle managers who make it real.

Here’s how:

Define expectations clearly: Spell out the behaviours you want managers to model and the acceptable compromises.
Coach to succeed: Equip managers with the skills to handle tough conversations, performance issues, and team challenges.
Measure and reward behaviours that matter: Evaluate managers not just on results, but on how they lead, develop people, and uphold culture.

Supporting middle managers doesn’t just protect culture; it amplifies it.

When they have the tools, permission, and recognition to uphold values, every decision they make reinforces the culture you’ve declared, turning your vision into everyday reality.

Culture isn’t a poster on the wall. It lives in the daily choices of your middle managers, and in the support you give them to make the right ones.

6 Checks Before Saying Yes to a New Role

Wed, 14 Jan 2026 13:14:00 -0500

Moving into a new role can feel exciting and slightly terrifying, like switching from driving a familiar route to merging onto a highway you’ve never been on before.

If you’re considering a leap into a new environment, here are six factors to think through before you say "yes" (or before you update your LinkedIn headline).

1. Independence: How much room will you have?

Every workplace has its own version of "autonomy". In some roles, you’ll be trusted to set direction and run with it. In others, you’ll be expected to execute decisions made elsewhere.

Ask directly: What decisions will be mine? What decisions will I influence? What decisions are already decided before they reach me?

2. Influence: Don’t confuse title with power

Titles mean wildly different things depending on the organization. A "Head of" in one place might drive strategy. In another, it might mean "chief plate-spinner".

Look for the people with deep history and credibility. Build relationships early, listen hard, and learn how decisions really get made. Influence is earned faster when people feel respected, not "managed".

3. Success measures: What does “good” look like here?

You’ll be accountable for results, but the scoreboard may be different than what you’re used to. Some cultures reward speed. Others reward consensus. Some track everything. Others… track vibes.

Before you start, clarify what success looks like in the first 30, 60, and 90 days. And ask how accountability works on this team, in this organization, with these leaders.

4. Cultural fit: Can you be yourself and succeed?

Culture isn’t about whether they have free snacks or a “fun” Slack channel. It’s about what gets rewarded, what gets ignored, and what gets punished.

Check for alignment with your core values. If you feel like you’ll have to shrink, perform, or constantly translate yourself to fit in, that friction adds up fast.

5. Perceptions: What do people assume your role means?

Job descriptions are tidy. Real expectations are not.

People will have opinions about why you were hired, what you’ll "fix", and how you’ll operate. Get curious early: What do others need from this role to succeed? What are they hoping I’ll do (and not do)?

6. Passion: Will you actually want to do this job?

Engaged teams don’t happen by accident, and your energy matters more than you think. If you’re not genuinely interested in the work, the leadership load gets heavier.

Ask yourself: Does this role align with my strengths and challenge me in the right ways? Can I see myself growing here, not just surviving?

If you’re making a career transition and want a sounding board, let’s talk.

Psychological Safety: The Leadership Advantage You Can Measure

Wed, 29 Oct 2025 13:32:00 -0400

If your team avoids conflict, you don’t have harmony - you have hidden risk.

Psychological safety isn’t about being nice. It’s feeling safe to ask the “dumb” question, flag a risk, or say “I disagree” without getting punished. That’s how better ideas surface and fewer surprises hit your roadmap.

Why this matters right now

Teams that speak up early, debate well, and adapt fast win more often. Leaders set that tone every day. Silence looks calm until it turns into rework and delays.

What it is (in plain English)

Psychological safety = “It’s OK to take interpersonal risks here.” Ask. Challenge. Admit mistakes. Start with belonging, then build toward learning, contribution, and healthy challenge. If people don’t feel they belong, “be more innovative” just sounds like “stick your neck out.”

Five simple moves for leaders

Say it out loud. Try this line: “Debate is expected. Best idea wins - even if it’s not mine.” Tie safety to real outcomes like quality and speed. Ask for help in public to show it’s safe to speak up.
Go first on vulnerability. Share a recent miss and what you learned. After mistakes, ask “What did we learn?” not “Who’s at fault?” People watch your reaction to bad news to decide if the truth is safe.
Engineer real voices. Don’t wait for the brave souls. Do quick round‑robins. Assign a rotating “red team” to poke holes in decisions. Add a standing agenda item: “Risks and red flags.” End with “What did we miss?”
Cultivate a culture where intelligent risk-taking is the norm. Establish clear parameters for "good failure," including a defined hypothesis, time limits, and a review process. Recognize and celebrate valuable lessons learned and the proactive escalation of issues. When declining an idea, provide closure to ensure individuals feel their contributions are valued.
Support, then stretch. Back your team first, then challenge them. Set clear goals and make sound decisions. Prioritize care, then push for higher performance.

You don’t need perfect meetings. You need honest ones. Psychological safety means it’s okay to tell the truth, even when it stings. That honesty saves time, money, and headaches.

The Joy of Feedback

Tue, 10 Jun 2025 16:22:29 -0400

Let’s be honest, receiving feedback can feel uncomfortable. But with the right mindset, it can become not just fruitful, but even joyful.

The reality is, most people hesitate to give feedback. They worry about how it will be received or if their perspective is welcome. Imagine, though, if you could create an environment where those fears disappeared. The conversations would be richer, more honest, and far more rewarding.

Here are six ways to make feedback discussions with you safe, productive, and even fun:

1. Be Openly Curious

Show genuine interest in others’ perspectives. Focus on what you can learn, not just what you think you know. Curiosity invites openness.

2. Create Psychological Safety

Accept feedback without judgment or defensiveness. Build trust by connecting on a personal level, learning who they are, and sharing more about yourself. Let them know how you might react in certain situations and that you value their input, regardless of your initial response. I like starting new working relationships with a frank conversation that turns into a "user's manual".

3. Ask Thoughtful Questions

Use open-ended questions to invite reflection and deeper insight. Avoid yes/no questions to encourage others to share their reasoning and experiences.

4. Truly Listen

Listening isn’t just hearing words, it’s paying attention to tone, body language, and intent. Listen to understand, not just to reply. Often, good listening leads to even better questions.

5. Pause and Reflect

Don’t rush to respond. Take a moment - or even a day - to process feedback. Reflection helps you respond thoughtfully and make better decisions.

6. Express Gratitude

Thank those who give you feedback. A simple, sincere acknowledgment builds trust and encourages future honesty.

By creating a safe space for feedback, you not only grow yourself but also inspire others to do the same. Embrace these steps, and you’ll find that feedback becomes a source of joy, not just for you, but for everyone involved.

Get Off the Hamster Wheel

Wed, 21 May 2025 15:32:39 -0400

Many believe the path to leadership is simply working harder and faster than everyone else, like running on a hamster wheel. While dedication is important, this approach can quickly lead to burnout. Instead, consider a more strategic, sustainable path to leadership. One that allows you to grow, adapt, and seize opportunities as they arise.

In my Leap to Leadership program, we take this latter approach because it is sustainable, enlightening and enriching.

Here are five essential steps to guide your leadership journey:

1. Know Yourself

Start with honest self-reflection. What are your core values? What are your strengths and areas for growth? What excites you? Understanding yourself - both your capabilities and your aspirations - lays the foundation for authentic leadership.

2. Pace Yourself

Leadership isn’t a sprint. Assess how you spend your time. Are you balancing work with a personal life? Are you focusing on tasks that truly move you forward? Protect your energy and make sure your actions align with your core values. This balance prevents burnout and keeps you motivated.

3. Focus

With clarity about yourself and your time, choose three to five key areas to prioritize, such as professional development, personal well-being, or building new skills. Create a tactical plan for each focus area to ensure steady progress.

4. Grow Your Network

Opportunities rarely come from staying in your comfort zone. Expand your network by seeking mentors, joining new teams, or participating in professional associations. The broader your connections, the more doors will open for you.

5. Be Present

How you show up matters. Approach meetings and events with clear objectives, and reflect afterwards on what went well and what could improve. Being intentional in your interactions builds credibility and influence.

Leadership is a journey, not a destination. By knowing yourself, managing your energy, focusing your efforts, expanding your network, and being present, you’ll find the path rewarding and impactful.

The Importance of Corporate Values: Actions Speak Louder Than Words

Thu, 30 May 2024 15:41:00 -0400

Values are the deep-seated beliefs under which each of us conduct our daily lives. To the best of my knowledge, corporations began articulating their values back in the seventies. In essence, the values of an organization should reflect their cultural norms and dictate expected behaviours.

Whether it’s a corporation or an individual, crises are one of the best test of values – regardless of what’s posted on the wall or on the website. Think about Maple Leaf Foods during their listeria crisis. Their leadership values are shown below.

Maple Leaf Leadership Values
Do what's right
Deliver winning results
Build collaborative teams
Get things done in a fact-based, disciplined way
Learn and grow, inwardly and outwardly
Dare to be transparent, passionate and humble

Clearly, during and following the crisis, they acted in a way that is completely consistent with their values. So when I read their leadership values, I believe them. I also believe that Maple Leaf employees do.

A recent lively discussion in one of my LinkedIn groups focused on how to communicate corporate values. The old adage, "actions speak louder than words", came to my mind.

The communication of values cannot be adequate unless the behaviour of the organization and its leaders is seen as being consistent with the words. If the value is "do what’s right" and yet bullying is tolerated or (worse) rewarded, the words aren’t worth communicating.

If value statements don’t reflect the corporate culture, in a communications effort they should be positioned as aspirational. Admitting the gaps and taking corrective action in a visible way must be part of the communication process.

The communication of values starts with a tone at the top – the leaders. The corporate anecdotes about them in different situations will carry more weight than any written set of words. If people within the organization believe that there is a different set of values or standards for leaders, the values will be dismissed.

Communicating values is also a relentless pursuit and needs to be done expressly and tacitly. For example, are the corporate values reflected in the performance measures people have? When teams are successful, are they praised for working together in a way that is consistent with the values? When an individual is promoted, does the announcement about their promotion include a reference to the corporate values? When an employee speaks out about behaviour that is inconsistent with the values, are they heard or ostracized?

Done well and credibly, communicating values can measurably enhance engagement and performance.

So, are corporate values important? Yes. But they need to be backed up with behaviours that build a value-based culture.