The Cost of Violated Principles

You can feel it when something is off.

The energy drops. Frustration builds. Trust erodes.

And often, no one can quite explain why.

In high-performing teams, alignment around shared Guiding Principles creates flow. But when those principles are unclear, violated, or dismissed—whether intentionally or not—breakdowns occur. And the consequences weaken your Foundation of Greatness.

These violations impact our health, our motivation, and our ability to be peak performers.

The Chemistry of Collaboration vs. Conflict

When we align with principles like trust, positivity, and mutual respect, our brains release serotonin and oxytocin—the hormones linked to belonging, happiness, and connection. These aren’t just soft benefits; they are performance drivers. They help us stay focused, collaborative, and resilient, especially when under pressure.

But when those principles are violated—when people feel dismissed, disrespected, or devalued—the opposite happens. The body floods with adrenaline, dopamine, and cortisol—stress chemicals designed for survival, not sustainability.

These hormones prepare us to fight or flee, not to collaborate or create. While they can be useful in the short term, their long-term presence not only drains energy but also harms relationships, stifles innovation, and reduces attention spans. The impact on us individually is both emotional and physical.

The Slow Erosion of a Team

Misalignment around Guiding Principles rarely causes an overnight crisis. Instead, it shows up gradually:

• Passive disengagement replaces active contribution.
• Conversations become guarded rather than generative.
• Decisions prioritize personal preservation over shared success.
• Cynicism creeps in, and trust quietly exits.

Eventually, even high-talent teams lose their edge—not for lack of skill, but for lack of a shared standard.

A Real-World Turnaround

We once partnered with a healthcare organization whose leaders believed they kept “hiring the wrong people.” The team had talent, but morale was low and collaboration felt forced. People were operating in silos. Burnout was high.

We didn’t start with org charts or performance plans—we started with principles. Through interviews and story-sharing, we surfaced the four or five core principles that had historically led to their best work together.

Everything changed.

Team members began holding themselves and each other responsible, not to rules but to shared standards of behavior. A leader who couldn’t embrace this new responsibility chose to retire. That single change opened the door for the rest of the team to embrace what they had identified as their Peak Performing Culture.

Within weeks, the organization was energized. New hires—chosen for fit with their Core Identity—clicked quickly. The culture shifted from heavy to hopeful. And the organization thrives today.

Leadership’s Most Human Responsibility

Because team Peak Performance depends on leadership, leaders can’t pretend, delegate, or simply strategize their way around Guiding Principles. Their responsibility is to do everything possible to protect and uphold these standards—especially when it’s difficult.

When Guiding Principles are honored, people feel safe and secure. Safe and secure people perform to their potential, and that is what each of us seeks in the meaningful life we are striving for.