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.

Mission & Values: the 3rd Cornerstone of Performance Oriented Cultures

Create corporate mission & values that employees are aligned with.
The foundational material—mission and values—of a company can be critical to the overall success of the organization – but they’re often forgotten. The corporate mission and values are created by the senior leadership team, captured on posters, and strategically tacked up around the building. Meanwhile, how does a corporate citizen react to this phenomenon? They see it as “Horse manure!” Whatever is in the mission or values statement is not seen as relevant to the organization’s day-to-day operations. In other words, the organization’s behavior is not congruent with its declaration of ideals.

However, at their best, a mission (or “reason for being”) and values give an organization a future to live into. This potential future galvanizes and focuses the organization. Whether or not goals are met entirely, movement toward them develops teamwork and is valuable to the company. So how do organizations get to this point?

Some of the following thinking and exercises were inspired by an article called “Building Your Company’s Vision,” by Collins and Porras, the authors of Built to Last. In the article, the authors describe how to write a reason for being and values.

When thinking about your company’s mission, think about purpose. Ask participants in your session to consider the following: What is the purpose of your organization? What would be lost if the organization ceased to exist? What kind of organization would you work for regardless if you got a salary or not, etc.

Now onto values. In this process, when I say “values,” I mean the right behaviors that will support the business in its interactions with customers and vendors. They are the conduct and beliefs that will support positive and productive interaction between employees. This conduct will support the organization in delivering its reason for being. When working with your leadership team to create values, know that you only need to create between four and six. Too many and you end up with something like you do when you mix all colors: a sort of a purplish, brownish goop.

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?” Here’s the kicker: “What values, because they are the right ones, 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, and they find comfort and reassurance in that fact. This is good news.

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 are the four to six behaviors and values that will truly support the business, employees, and customers? What are the ‘right’ values to have, even if they are not advantageous in some business situations?”

These do not have to incorporate or include any of the team’s individual values. They do, however, need to align with them. What this means is that organizational values and individual values cannot go head to head and oppose each other. If a company values diversity and I’m a skinhead who values white supremacy above all else, that could be a problem. However, if one of my personal values is teamwork and the company value is collaboration, clearly there is synergy and alignment.

To learn more about CMI's business planning process click here.

From Good to Great

Want to know how companies go from Good to Great?!

It isn't the health care, the 401Ks, or the child care...but it may be the brand that the company creates!

Read an article by Deborah Campbell: What Great Companies Know About Culture

In Bruce Hodes' new book Front Line Heroes: Battling the Business Tsunami with Performance Oriented Culture, he discusses the importance of a kick-off meeting to get everyone on the same page about values, boost morale, and more!

Get a signed copy of Front Line Heroes at CMI's Website.

Visit the website or email us for more information!

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.