Values are concepts covering things important and admirable to us (our minds). Values are our perceptions of intrinsically valuable or desirable ways of doing things.

Virtues are concepts about good behavior and character, reflecting how other people think of us…perceptions they carry in their minds about us.

Rules are concepts, which set boundaries on thoughts and action. Rules are determined by our values. Actions are things we do. Actions are governed by our rules.

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When you have Integrity – I mean when you have Integrity as I define it - your actions are closely aligned with your values. You say what you mean and you mean what you say…and you do what you say. Put another way, when you have Integrity your perceptions of your values closely match other people’s perceptions of your virtues.

When your values and virtues are closely aligned people find it easier to trust you. Trust grows naturally…organically. You feel no need to advertise your Integrity and other people have no need to witness such advertising. They observe the ‘real thing’ when they see the consistency of your behaviour and that’s the way trust is built between people.

There’s a saying, “Rules are made to be broken.” That’s a fair and accurate statement considering the reality of human behavior. All rules get broken…by someone…sooner or later…(and often we don’t have to wait for later). 

Even rules based on our deepest and most-admirable values get broken. As one example – nearly everyone lies…even to the people who mean the most to them. People have their secrets and certain questions defy honest answers. While it is admirable to think people can behave like open-honest books, that expectation is inconsistent with reality. Those who seek perfection in others will find the human condition is laced with imperfections. So, when considering others virtues and drawing conclusions about their personal values and their character it is important to set the bar at a reasonable level.

When people slip up - when people who matter to you clearly illustrate they have broken their own values-rules - 

• Fight the urge to question their virtues and write them off [as Covey described the reality of human behaviour] by quickly emptying their ‘trust account’,
• Step back and consider the reality of your own values-rules breaches and try to counteract your natural attribution bias, and
• Be open and candid with the people, but stop well short of dragging them through the coals or humbling them as if you are blessed to administer that right. 

In business, inspiration leads to doing good work.

Cuddling words may not promote good feelings, let alone good work.

Cuddling words may succeed in promoting good feelings while failing to promote good work.

When cuddling messages hit unreceptive ears they ring out of tune.

Sometimes words alone can inspire, however, this only happens when the words have a sincere and personal ring and the words are delivered with mastery.

When we relay and repeat cliché messages we do not relay cuddling feelings and we do not relay inspiration. For example, while you may feel cuddled or inspired while you deliver messages about integrity and workplace passion you will regularly miss the mark if you assume others will respond by feeling cuddled or becoming enthusiastic.

If you know of any instances where cuddled feelings or integrity of thought and action have been relayed by talking about them then create stories to explain those instances. Then, instead of talking about the concepts of integrity and workplace passion, relay those stories. That will increase the likelihood others will share your cuddled feelings and your enthusiasm.

1. Fire when the cost of presence exceeds its value: that's on the self-serving end of things [...and that is one of the ends]
2. Fire when bad habits violate master rules: have as few rules as possible; know where lines must be and will be drawn
3. Fire when troubling attitudes become contagious: protect your Culture
4. Fire when skills do not keep up with change: not ruthlessly; in planned ways...after training & education have been exhausted, without success
5. Do it yourself, don't delegate your way out of it: it's about courage and confidence [...these are 'in action', one way or another, for both parties...choose the better course]
6. Be concise, yet not rushed: no value in prolonging the stress [...and you better experience some stress, otherwise you are too accustomed to firing people and you will not handle it well]
7. Be calm and clear, and not insensitive: expect emotional reactions and negative feedback and know exactly how you will not react poorly to it
8. Be kind, and decisive: this is not a time for negotiation
9. Be overly fair about money
10. Help the person find a more-suitable job: remember, whenever you are firing people you are firing good people