Enigma #4

How do you make the core values of the organization relevant to day-to-day employee behavior? The core values often sound great. They are lofty and inspirational. The leadership team typically feels exhilarated at their creation. However, then comes a failure of performance. The values somehow do not make the difference they were designed to make.

As improbable as this sound for most employees within organizations, core values are seldom relevant. They are not accessible or usable. (Read more about this phenomenon in “Posters, Plaques, Horse Manure, and Resignation.”) Regarding coaching for useful behavior, there is no real solid footing except the manager’s point of view, and this can be a problem. Managers and employees need a place they can stand that will guide their behavior and attitude in working with others. Managers and team leaders need a view and convictions from which they can coach attitude and behaviors. When properly positioned, the organizational core values can do this. They can provide a template from which employee behavior can be measured and viewed. But, alas the issue is how do we get to that point? Therein lays Enigma #4.

To learn more about aligning core values, click here.