Articles tagged "Core Values"
What do you do when your organization’s values mean nothing? Or, worse yet, they’re viewed by your employees with disdain? If you’re smart, you realize it’s time to do some of the hardest work you’ve ever had to do as a leader. If you’re not as bright as you believe you are, you’re not concerned because you’re making money and that’s what matters. Right? Wrong. When your organization’s values mean nothing, it’s one of the clearest signals being sent your way that there are serious flaws in your leadership and your leadership team, your organization’s culture, and your organization’s infrastructure.
When your organization’s values mean nothing to your employees, you’ve failed as a leader on several fronts.
If you haven’t read it yet, read Adam Bryant’s latest book: Quick and Nimble – Lessons from Leading C.E.O.’s on How to Create a Culture of Innovation. His insights are important for my readers and clients because they so nicely echo several core leadership concepts I share with my clients during my programs or executive coaching sessions with them.
In his book, Bryant covers six key ideas to create a culture of innovation and nimbleness. I’ll list Bryant’s terms and then mine:
Create a Simple Plan.
I’ve been saying for years: Create clear, concise strategic plans that are not open to interpretation. They provide you and your team with the focus you need and minimize the potential for team members to guess at what is expected. Your team members will know specifically what they’re working towards and can better leverage their efforts in helping you get to your vision.
Create Rules of the Road.
I call organizational values “The House Rules.” They work the same way as do the rules of your home. If you don’t like the rules of my house, fine. Go home. If you don’t like the organization’s values, fine. Work someplace else. Keep in mind, as long as you’re taking a paycheck from the company, by default, you’re agreeing to abide by the values.
Demonstrate a Little Respect.
I tell my clients: You hired adults. Treat them as such. Your employees often have families, homes, and are active members in their communities and places of worship. Treat them as adults with skills and talents at work too.
Remember It’s About the Team.
I often share with younger management teams: You were hired for a reason and it wasn't because someone loved you. It was because you were anticipated to bring various talents and characteristics to complement the team in driving the organization toward the vision. It’s about the team and what it needs to succeed; not you.
Have Adult Conversations.
My clients know these well as I have my clients call these Necessary Conversations™. These types of conversations typically need to happen quickly and may not necessarily be about immature or unprofessional behaviors. Therefore, I don’t particularly agree with the term Adult Conversations. The need for the conversation could be because of a technical skill weakness. Not an immaturity or lack of professionalism issue. Therefore, I call them Necessary Conversations™ as they need to happen to enable the team member to correct the behavior, acquire the additional skills, or choose to work elsewhere - whatever the case may be.
Avoid the Hazards of Email.
I’m all about Leadership Accountability and not hiding from issues that leaders need to address and clear so the team can move forward. So, I encourage and have my clients practice in-person conversations. Either one-on-one or one-to-group to discuss heated or confusing issues – not hide behind a flamer of an email.
Can the above help leaders become more nimble. Sure. But they’ll also help leaders simply be better people and stronger role models for others too.
We've hit that part of the Strategic Planning process with a few of our clients: It's time for them to put what they've developed to the test. Specifically, a few clients are facing difficult situations with select key staff members. These tough situations are requiring top management to either put the Values Statements to work, or allow the Statements to simply be exquisite artwork and alienate their workforce. Let me explain.
One of the fundamental steps we take with clients when helping them develop a Strategic Plan is to develop a Values Statement, Guiding Principles, or Core Values. Whatever clients want to call it is fine, as long as the statement serves this critical purpose: This statement outlines specifically what behaviors and attitudes are expected of everyone who works for this organization, takes paychecks from this organization, or who serves this organization as a board member or as an agent of the organization. Anyone who represents this organization, from the most senior person to the newest front-line hire, is bound to abide by these values. However, if senior management is not willing to enforce the values on themselves and to live by them themselves – day in and day out – get rid of them. Take the statements out of the company handbooks, take them out of the new employee orientation materials, take them off all of your marketing materials and websites, and take the framed versions off the walls. If you're not going to enforce them – across the board – lose them.
It's relatively easy to develop these statements in our work sessions. The senior team can rather quickly articulate what behaviors and attitudes are important for their respective organization. These behaviors ensure the proper image, working environment, work ethic, and quality standards are met. These behaviors are obvious to most yet need to be shared and explained to all of the employees. However, when it comes time to "enforce The House Rules" as I call it, when a member of the senior team or some other key employee violates the rules, well, things get a little sticky. For some reason, the "rules" don't as easily apply to "key" people – they apply more easily to everyone else. Hmmm, a bit hypocritical isn't it? Can you see how this might cause a bit of a morale problem with "everyone else?"
Use them or lose them. What would you do if this weren't your golf partner? What would you do if this weren't your son? What would you do if your newest front-line hire did this? The rules are the rules. Your values are your values. What kind of character do you have if you allow key people, key individuals in your life and within your organization to do things that go against your values?
Your values – personal or organizational – should be a centering tool for you day in and day out. Use them or you will lose them.
Within a two-day period, two separate clients called to schedule training sessions on Diversity, also called Incivility in the Workplace. Both reported they had recently experienced a nasty incident among co-workers at their respective offices, and they felt they needed to formally remind staff of basic civil, non-discriminatory conduct.
We have all seen values statements hanging on the walls of various organizations. They're usually nicely framed and tastefully hung for all who pass by to see. However, other than knowing the executive team developed them as part of a strategic planning effort, most of us who walk by our own organization's values statement rarely understand its purpose - other than serving as a nice piece of artwork.
The values statement of an organization is what I call "The House Rules."
It outlines how we're going to behave as we fulfill our mission and move towards our vision. It's called "The House Rules" because it serves the same purpose as the house rules when we visit someone's home. Certain behaviors are acceptable while we're there and others are not.
Values statements may outline what performance standards an organization will exhibit
(i.e., exceptional product and service quality, complete customer satisfaction, and fair pricing and profits). It may also outline what behaviors are expected of the organization's employees:
- Demonstrate Integrity
- Communicate Honestly and Plainly
- Think Strategically
- Share Your Knowledge
- Support Innovation and Improvement
Values statements outline whatever standards and behaviors are "non-negotiable" to maintain the integrity of the organization's culture. At a minimum, values statements serve three main purposes:
- First, they serve as a unifying force in establishing a corporate or organizational culture. What beliefs, attitudes, and values do we as an organization believe in and want to live by?
- Second, they outline what type of behavior is expected of EVERYONE who draws a paycheck from the organization or represents the organization. This means front-line staff to the company owners, and the board of directors as well. Anyone who works for the organization or represents it, must abide by the organization's values.
- Third, values statements serve as a powerful management tool to help re-align poor performance. Now if an employee behaves in a manner that is not in alignment with the house rules, the values statement can be used to redirect behavior. For instance, if an employee is rude to a customer, the manager can use the values statement to re-align the employee's behavior. All the manager needs to do is point to the values statement on the wall and ask the employee,
A critical point to remember with values statements is that they serve as a guide for the owner and management team's behavior as well. If the executive team can't abide by the house rules themselves, take the values statement off the wall until it's revised to state behaviors that can be exhibited by all of the staff.
Don't just enforce them on others. At a bare minimum, management must acknowledge its own violations of the house rules. If it doesn't, employees see there's a double standard in accepted behavior. When that happens, the employees view the values statement hanging on the wall as nothing more than artwork. Morale will deteriorate because there's a double standard: Management doesn't have to follow the rules but everyone else does.
Ask yourself if your behavior falls in line with the values statement? Because as long as you draw a paycheck from the organization, these are the house rules. You were probably given a copy during your interview before you were hired. They're included in your employee handbook, which you've acknowledged you've read and understood, and they're posted on the website and throughout the facility. If you don't want to abide by the house rules, you're free to draw a paycheck elsewhere. The rules are the rules; as long as you work there you have a choice: either you follow them or you leave.
The true value of a sound values statements is hard to determine. But well thought-out, organization-specific values statements can set expectations for behavior, performance, communication, personal and corporate responsibility, personal and professional development, as well as, fair pricing and profits. With those expectations clearly defined, what it takes to succeed in the organization is easy for everyone to understand.
Take a look at the values statement hanging in your organization. Review it to see if your entire organization lives by and enforces your own "house rules." If not, it's time to redecorate.
Copyright MMX Liz Weber, CMC, CSP - Weber Business Services, LLC.