Values are the Bedrock of your Organization
Many of us will have rolled our eyes when we've received an invitation to join our colleagues in a meeting room to discuss our values. Writing the same tired old tropes on a whiteboard or flip charts can seem like a waste of time. The values are written up at the end of the session, immortalized in a few documents, and promptly forgotten. It seems like a massive waste of time.
And, when done like this, it is.
There's been no real thought about what matters to the organization, what it stands for, and what's important. Instead, you've probably got a list of things that sound good but ring hollow.
However, when done correctly, a clearly stated set of values provides organizations with a clear Northstar at all times. You've codified your organizational DNA and operating principles, clearly stating how everyone in the organization should behave and the principles that you should adhere to.
I believe clearly stated values are some of the most powerful tools a business can have. Evaluating your values on a regular basis will help you make sure that you’re maintaining your standards, and you can catch yourself if things slip.
It’s usually easy to do the right things when the sun is shining and you're not under any pressure. Values really come into their own when things are complicated, confusing, and you aren't sure what to do. When you're facing a challenging issue, ethical quandary, or simply don't know what to do next, you can refer back to your values, and they'll help guide you to the right solution.
Values Equal Authenticity
So your values are what will help you make the right decision when things are tough but living your values shows that you walk the walk and not just talk the talk. Living up to your stated values shows that you're authentic and committed; you're not just paying lip service to things that you think companies should say are important.
Conduct a Values Audit
So you need a set of values for your organization but make sure you are really living these values. Conduct a simple 'values audit,' starting by looking at whatever written values you have. Then, look at how people behave and, crucially, note the behaviors that are called out as particularly valuable or troublesome.
Now you can compare the two lists to see which values are being lived and those that are ignored. That will give you a list of your genuine 'lived' values, which you can review with your leadership and decide what you want to do.
Make no mistake, this is a challenging exercise, and it can bring up some uncomfortable truths, particularly where values aren't being lived up to or are outdated. Nevertheless, the short-term pain pays off massively in the long term with a clear, robust set of values that you can use in good times and bad. In short, values give you clarity.
Here are some key questions to kick start your values discussions:
1. Are there any discrepancies between your written values and the behaviors that are actually demonstrated within your organization? How can you bridge that gap?
2. What specific behaviors or actions exemplify your organization's values? How can you amplify and encourage these behaviors throughout the team?
3. Have your values been reevaluated and updated recently to reflect the evolving needs and aspirations of your organization? If not, how can you ensure they remain relevant and aligned with your mission?
4. What challenges or discomfort might arise during the values audit process, and how can you approach them constructively to drive positive change and alignment within your organization?
5. 1. How can you ensure that your organization's values are more than just words on a page and are truly lived and embraced by your team?
If you’re interested in diving deeper into these concepts, I encourage you to check this Patrick Lencioni’s article Make Your Values Mean Something
