How To Be a Good Leader When Your Core Values Are Challenged

004 – When your core principles are challenged at work, would you risk losing your job by standing firm by your beliefs? 

Founder of Blue Pegs, Eric Emmenegger, was faced with this situation in his first-ever executive position. In this episode, he shares his experience, lessons learnt, and advice to leaders and managers on how to be a good leader, especially when you are faced with the difficulties.



Eric on leaving his first executive position because of some leadership differences
What led to Eric’s decision to leave?
Eric talks about the realities of deciding whether to leave or stay in an organization whose values didn’t align with his.
The difficulty of taking risks when you’re living paycheck to paycheck
Creating safety is one of the most critical pieces of being in senior leadership positions
Lessons Eric learnt from previous experiences with executives
Eric on creating a safe space for employees to give honest feedback on the executives and the company
The benefits of the product and company roles fitting with the greater purpose of the organization


“If you are in a place where you’ve been given the responsibility of leading people, you have to understand and care about those people and their contributions.”

“You can learn a massive amount from people that do things the right way, and you can learn even more from people that do things in a way you would not believe is right.”

“My job is to make sure I don’t get caught up in believing I have all the answers. I’ve got to be humble enough to go and ask people, “What can I be doing better?” and give them the latitude and trust that they can be hard on me and not have their positions or their futures at risk.”

“I worked with amazing people that were operating in fear. My job in managing that department and as an executive in the company was to clear the runway for them to be strong and successful. Part of that is standing up for them.”

“When you’re asking people to take risks and believe in the organization and what you stand for, you’ve got to be willing to take the heat and “die on the hill”.

Resources Mentioned In This Episode

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