As noted in the title above this is the third part of a series of articles on building or reshaping organizational culture. In the first two parts, we discussed the importance of having a mission statement – which provides the organization with a clear meaning and purpose – and a vision statement – which provides
In the first two parts, we discussed the importance of having a mission statement – which provides the organization with a clear meaning and purpose – and a vision statement – which provides personnel direction in the form of a mental picture of what the organization wants to achieve at some point in the future.
We also pointed out that it is important that the vision statement must be more than just something that is on the walls of the office, in their organizational literature, and what they talk about in new employee orientation. For a vision statement to become a vision it has to be planted in the hearts of employees and decisions are made on the basis of whether what is decided will help the organization accomplish its vision. Since a vision statement is not a vision until there is buy-in from the organization’s employees, we also provided some methods of gaining buy-in from employees.
Since a vision statement is not a vision until there is buy-in from the organization’s employees, we also provided some methods of gaining buy-in from employees.
This month we want to focus on another essential ingredient in the process of building or reshaping organizational culture – core values. The mission and vision will take you nowhere if they are not connected to the actual values of your organization. When the vision and mission connect with the core values, they can provide guidelines for the winning behaviors and mindsets necessary to achieve the goals. Core values are what support the vision, shape the culture and reflect what an organization values. They are the essence of the organization’s identity – the principles, beliefs or philosophy of values. Many executives make the mistake of only focusing on the technical competencies of employees and often fail to focus on the underlying competencies that make their organization perform well – core values.
Core values are what support the vision, shape the culture and reflect what an organization values. They are the essence of the organization’s identity – the principles, beliefs or philosophy of values. Many executives make the mistake of only focusing on the technical competencies of employees and often fail to focus on the underlying competencies that make their organization perform well – core values. Values exist in every organization and your organization’s culture is partially the outward demonstration of the values currently existing in your workplace. The question is whether the existing values are creating the culture you desire. If not, a primary focus should be on identifying and adopting the key core values which will be used to reshape your organization’s culture.
Values exist in every organization and your organization’s culture is partially the outward demonstration of the values currently existing in your workplace. The question is whether the existing values are creating the culture you desire. If not, a primary focus should be on identifying and adopting the key core values which will be used to reshape your organization’s culture.It is important to note that the core values of one organization cannot be the result of adopting a laundry list of cookie-cutter values from another organization. Each organization needs to adopt values that will represent the type culture they desire.
It is important to note that the core values of one organization cannot be the result of adopting a laundry list of cookie-cutter values from another organization. Each organization needs to adopt values that will represent the type culture they desire. The steps in identifying values to drive the organization are:
The steps in identifying values to drive the organization are:
1. Bring your executive group together to: a. Learn about and discuss the power of shared values,
a. Learn about and discuss the power of shared values,
b. Obtain consensus that they are committed to creating a values-based organization,
c. Define the roles of the executives in leading this process, and
d. Provide written material they can share with the em-ployees they supervise.
2. Design and schedule a series of values alignment sessions in which representatives from all areas of the organization participate. Schedule each representative to attend a three or four-hour session.
These sessions are most effective when led by a trained facilitator. This allows each member to fully participate in the process. In addition, an outside facilitator is usually more objective than a staff member. An alternative to this, however, is to train in-house facilitators and let each of them facilitate one session and be a participant in the other sessions.
3. Prior to the values identification and alignment sessions, each leader must: a. Share any written materials as well as the spirit and context of the executive’s values discussion with every member of the group they supervise,
a. Share any written materials as well as the spirit and context of the executive’s values discussion with every member of the group they supervise,
b. Promote the reason for the process and the desired organizational impact,
c. Make sure members of the team understand the importance of their participation,
d. Make sure each member is signed up and attends one of the training sessions, and
e. Answer questions and provide feedback to the rest of the executives or others leading the groups.
The values identification and alignment group should clearly understand that employee’s typically have a difficult time living out a long list of core values. It is better and easier to emphasize no more than a half-dozen key values to serve as the guide post for the organization. The discussion about values will continue in next month’s column.
The discussion about values will continue in next month’s column. If you have any questions regarding what has been discussed in the first three parts of this series or if you have a suggestion for a future column, please contact me at ceo@melbrown.org.
If you have any questions regarding what has been discussed in the first three parts of this series or if you have a suggestion for a future column, please contact me at ceo@melbrown.org.