Peer to Peer: Company’s values should be employees’ values

You can do more than paint your company values on the wall where they become an unnoticed part of the scenery. Values need to permeate every aspect of your business. Here are some ways to make that happen:

•In a meeting, ask each person on the team for his or her impression of how effectively the company is demonstrating that value. Ask them: “On a scale of one to five, with one being ‘I don’t even know how that got on the list’ and five being ‘I can’t imagine a circumstance where that wouldn’t apply,’ rate how we’re doing.” If one or more values get a low rating, decide what needs to be done differently and how you will measure and monitor the company’s embodiment of that value. 

•Define different ways people can demonstrate each value. Review how and when people use these methods in your one-on-one and team meetings.

•Discuss and test for company values during recruiting and performance evaluations – ask people to explain how they have demonstrated each value.

•Gather a working group of “values disciples” who will model the company values and communicate them to the masses. Include your management team and other key influencers in your company.

•Use a values scorecard for decision-making – if there are two actions that can be taken, how well does either option reflect the corporate values?

•State your values in all internal and externally focused company addresses, scripts and marketing materials.

•Create processes, systems and procedures that reflect your company values.

•Develop recognition programs for employees, clients and suppliers who exceptionally demonstrate one or more company values.

It would be nice if corporate values came with instruction manuals. Sadly, they do not. And while often they are published to help guide the organization, many leaders assume that values are self-explanatory, or they buy into the Nike model and say, “Just do it.” That is as effective as a coach walking the pool deck shouting, “Swim faster!”

Translating words into actions is a job for imagery.

1) Paint a clear picture: Values are expressed through behaviour and terms like accountability, passion, teamwork, customer service, sustainability and excellence. These terms can be vague and open to interpretation. Uncertainty leads to inconsistent delivery and is demotivating. Leaders must identify and articulate the exact behaviours that will meet their expectations. What does integrity look like, sound like? What do people do or not do when committed? What specific actions do people employ to convey respect in the workplace? When employees can clearly “see” what is deemed ideal for a given company value, they can enact those words.

2)  Create a line of sight: Knowing what to do is only part of the solution. Being inspired to engage in values-based behaviour is another. When good coaches send their athletes into the weight room, the athletes understand very clearly how each exercise with each muscle group is connected to an ultimate end goal. Why else would they do sit-ups? When employees are made aware of the purpose and meaning of specific behaviours, they recognize the benefit to their own personal work environment and can see into a positive future and act accordingly.

Also, people don’t resist change if they are consulted, so include employees in a process of exploration into what the company values mean to them. They will be more committed to actions they had a hand in planning.

Like most meaningful endeavours, implementing company values is easier to get wrong than right. However, identifying the most common reasons for failure can help lead to solutions.

From the following list, ask which ones apply to your organization. Decide that – and then consider your options.

1) The organization did not involve all stakeholders in the formulation of the values in the first place. Everyone should have input: executive team, staff and key customers.

2) Executives and leadership team do not model the values in their attitudes, leadership styles or decisions. They should. Ask them to. If they can’t or won’t, consider executive coaching – or a personnel change.

3) Practising of the values by executives, managers and staff is not clearly measured, linked to performance appraisals, awards and/or bonuses. Include this in job descriptions as a key and measureable element. Reward those who excel here – generously and visibly.

4) Values are not prioritized in the hiring of new staff at all levels – they are not given enough weight in the interview process or clearly articulated to candidates. Hire people who already live and breathe your core values. Don’t compromise on this.

5) Execution of the values is not clearly tied to daily and strategic decision-making or clearly imbued in the strategy of the organization. Educate so all know how to do this; the overall strategy will need board buy-in and involvement.

6) The values themselves are outdated or irrelevant and need redefinition. Refer back to Item 1. If this task is too daunting, political or time-consuming, consider outside help.