The drawbacks of focusing exclusively on output? People can behave badly getting the results you’re so carefully monitoring. They can dismiss, demean, and discount peers ideas, efforts, and accomplishments. They can ignore safety issues in others’ areas because “it’s not their job” to fix it.

In the worst scenario, people can be mean and cutting in treatment and remarks. That builds frustration and anxiety in the heads and hearts of your team members.

You may not have intentionally built a work environment based on power, fear, and control - but you may have one. By focusing exclusively on output, the not-so-subtle message you’re sending is that results are the only things that matter.

The reality is that managing results is HALF the leader’s job. The other half? Managing the quality of workplace values - how people treat each other at work daily.

Most leaders have never been asked to do that. Most don’t know how. The good news is you already have the skills to manage workplace trust and respect - you simply need to invest intention and attention in it.

Just as you keep all systems operating effectively by setting clear performance expectations then holding people accountable for them, you must do the same for workplace relationships. You must set clear values expectations then hold people accountable for them through constant modeling, vigilance, attention, coaching, praising, and redirection daily.

Just as performance targets are observable, tangible, and measurable, you must define values expectations in behavioral terms so they, too, are observable, tangible, and measurable.

One client used these behaviors to specify how great company citizens would model their safety value:

• I demonstrate genuine care and concern for the well-being of others.

• I clearly communicate and model safe behavior.

• I stop and correct unsafe behaviors.

These behaviors are observable, tangible, and measurable. Everyone in the company knows exactly how they are expected to behave to align to the safety value.

They define integrity with these behaviors:

• I align my actions with our values.

• I am honest and do what I say I will do.

• I take responsibility for my actions and I learn from my mistakes.

Again, everyone knows exactly how to model their integrity value.

Defining values in behavioral terms is an important first step. Alignment is more complicated and takes more time.

Senior leaders must demonstrate their defined valued behaviors in every interaction. Team members will scrutinize leaders’ every plan, decision, and action to see if those leaders are modeling the company’s new valued behaviors.

If senior leaders are able to consistently model their defined valued behaviors, next level leaders will do the same. Front line leaders will do the same. And, team members will do the same.

That’s the way to create a culture of sanity and safety.

One senior leader told me at the 18-month mark of using my culture process, “I used to see my job as managing processes and results. Now I see my job as managing people’s energy.”

Don’t leave the quality of your culture to chance. Be intentional. Make values as important as results.

S. Chris Edmonds is a speaker, author, executive consultant, and founder of The Purposeful Culture Group. He's the author of the Amazon best seller The Culture Engine and five other books. Chris' blog, podcasts, and videos are at Driving Results Through Culture.