Now on to Values

Businesspeople, me included, are resigned and cynical about company values; we question their authenticity and relevance. “Look at BP,” we scoff. “I’ll bet they have values. Enron and Arthur Anderson did, too.” But I have also seen other companies, our clients included, do the right thing over and over again based on their articulated values. I have done the right thing because I was standing for a personal value. This country has done the right thing—countless times—in standing for its values of free speech and individual rights. So there’s not a doubt in my mind that values can be authentic and practiced.

An organization only needs between four and six values. Too many and you end up with something like when you mix all the colors - a sort of a purplish, brownish goop.

In this process, when I say “values,” I mean behaviors, conduct, and beliefs that support the business’s interactions with customers and vendors positive and create productive interaction between employees. The behavior based values support the organization in fulfilling its Reason for Being and BHAGs.

Start out by asking the group what values they come to work with. Then ask, “If you did not have to work, would you still demonstrate those values and behaviors just because they are the right ones to have?” Finally - and here’s the kicker - ask, “What values would you want your children to adopt for work?”

Typically, I ask for more than a one-word answer. If the value is “integrity,” I ask the group to give me a sentence that describes what integrity means. Everyone then writes their four to six values on flipcharts and posts them on the walls. Afterward, participants present their values and the group can ask questions. Typically, the group discovers that their values are in the same ballpark; they find comfort and reassurance in that fact.

The next step begins when you split the larger group into smaller groups of five to seven people to develop the organization’s values. Ask the groups: “Given our Reason for Being, what behaviors and values will support the business, employees, and customers? What are the ‘right’ values to have, even if they are not advantageous in some business situations?”

Again, I now demonstrate my unbelievable worth as I reveal commonalities between the two versions and draft one version that incorporates what the groups have created. Then we form a group that will generate the final cut of the values. The leader of the group and its “by when complete” date are established. This methodology is simple, easy, and it works.

Here is an example that was developed by this process:

Company’s XYZ core values

1 Passion
We are passionate about what we do, what the company is about, and our customers.

2 Integrity
We honor our word; what you see is what you get.

3 Fun
We find enjoyment and satisfaction in what we do.

4 Respect
Truly listen to others; build open and honest relationships with communication.

5 Innovation
We are into it. We eat change for breakfast.