Building a Values-Driven Organization: From Words to Actions
If you read “organizational values” and thoughts come to mind of trite motivational posters on the wall or a meaningless staff meeting introducing a set of buzzwords that were never again discussed, then we need a reset on organizational values.
Organizational values should be the guiding principles that drive how an organization behaves, the work product it puts out, and how the internal culture operates. The words are just the labels.
When organizations truly live by their values, an outsider should be able to observe and name them. Not only that, but values truly embedded in the organization improve the work!
In my line of work, I hear leaders say things like this all the time:
“Why can’t my team make any decisions on their own? They come to me with everything!”
“I hate micromanaging, but the people on my team just can’t get it right on their own.”
It’s easy to assume the problem lies with the individuals. One might assume the team members aren’t skilled enough, brave enough, or even smart enough. Or perhaps the manager is at fault — not clear enough or not inspiring enough.
Assume for a moment, that each individual in these scenarios is smart, capable, and well-intentioned. Instead of zeroing in on the individuals, let’s zoom out instead to look at the system.
Values are a very good way to align disparate individuals. A shared understanding of values allows your team to confidently make decisions knowing it serves you and your organization.
Here’s how you use organizational values to align your team toward shared goals and expectations:
On what do you absolutely refuse to compromise?
One of the simplest ways to determine the core values of your organization is to think about what you absolutely will not compromise on, no matter what. One of my clients who was working on values was proudly certified as an LGBT Business Enterprise (LGBTBE). While the company’s services had nothing to do with the LGBTQIA+ community, the small team nonetheless lived and breathed inclusivity. They actively recruited individuals with minority identities and made great accommodations to make work accessible for their needs. When I pointed this out to my client, it was a bit like watching a cartoon character have a lightbulb appear above their head. The company sold furniture, but inclusion truly represented everything they did internally and externally in the business.
Pick just two or three values.
When you’re getting started, try to narrow down your values to just two; three if you must. The more values you select, the less weight each of them will hold. It takes quite a bit of work to make sure that values truly permeate throughout the organization and that everyone understands and embraces them completely. If your organization has embraced these values for some time, then adding one or two more can be done effectively. Take your time. This is long term work.
Give ample opportunity for wrestling with the values.
Spend time finding ways for your team to explore these values and begin to own them for themselves. Use time at staff meetings, retreats, and one-on-ones - anywhere you can give individuals the time they need to explore further. In one process I led, the team began with an introduction to the values at a couple of staff meetings, which were met with tremendous skepticism. At the annual one-day staff retreat, the team broke the values down into components and really dug into them - sharing what they disagreed with, how they saw the values playing out, and how they saw the values lacking in the organization. Following the retreat, each staff meeting included a professional learning segment digging into one aspect of one value. In a couple of months, team members used these values on their own to evaluate work, make decisions, and challenge one another. These values began to be lived and breathed without leadership having to impose them on others.
One good way to help staff move from needing micromanagement to applying values proactively in decision-making is to walk them through the process. Don’t give them the answer, ask the questions. Help them see in real-time how your organization’s values should guide their work.
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