Many organizations promote very impressive values which are posted on websites, printed in reports, and mounted on walls. Yet, according to Gallup's research, only 27% of employees strongly believe in their company’s values. Let’s say you have espoused values such as “exceptional customer service,” “highly value our employees,” or “highest quality products.” Now if you have 16 employees, according to Gallup’s research, 12 of your employees may NOT know, understand, or believe those values! And when the values that are advertised are different than the values that are practiced, it only feeds an already cynical and jaded workforce. Here are 5 ways to move your organizational values from print to practice.
1. Live them.
The Secret Service has a motto describing its values engraved in marble at its headquarters, “Worthy of Trust and Confidence.” These agents have an unbelievable job to do in a world with many bad guys, and they have often modeled the awesome application of this motto in their courageous and sacrificial work. But when mistakes are made, like in 2012 when over a dozen members were sent home from Colombia due to unprofessional and risky conduct, trust is damaged. Our values only stick when we live them all the time (not just sometimes). And that takes effort and commitment.
2. Discuss them.
When was the last time your organizational values were discussed? I don’t mean flashed on a screen in a PowerPoint presentation but talked about in real ways as a team including the “what,” “how,” and “why.” Sometimes, team members do not understand what some of the values mean or may define them differently. In worst cases, they may not even care. So, when you see examples of someone on your team exemplifying one of the values, talk it up. When the ball gets dropped on one of the values, make it a discussible topic. When you see great examples from other organizations, share them with your team.
3. Show them.
One of the business owners I work with strongly embraces the value of quality service. He believes it and wants it lived out in his business. He often talks to his team about good communication, timely responses, and making things as easy as possible for the customer. His team has heard this message preached a lot. But the owner also brought in a few customers to share stories of their experience working with the business. These customers raved about the service which allowed his team to see, first-hand, the importance of these values impacting real people. Showing the values benefits your team by making the connection to their importance.
4. Reward them.
Rewarding the right behaviors is far more powerful than putting your energy into punishing the wrong behaviors. Punishment results in fear. Rewards, both intrinsic and extrinsic, result in a positive culture. If you have someone who consistently does not live out the organization’s values, and receiving coaching, clear expectations, and feedback has not changed his or her behaviors, it may be time to introduce that person to a new job – one that is not at your organization. But for those who believe in the values and strive to live them out, rewards such as new opportunities, public acknowledgment, time with you as the leader, bonuses, and gifts can all shout, “Thanks for practicing what we preach!”
5. Preach them.
I placed this one last for good reason. As leaders, we sometimes preach values more than live them. Preaching values is important, but it is not enough on its own. I recently read about a tough Marine Lieutenant Colonel who served in multiple wars. He was known for having the value of gun safety and would fine a marine $20 (about $220 in today’s dollars) every time a weapon was mismanaged on the base. Then, one time he mismanaged a pistol that was unexpectedly loaded, and it discharged. He fined himself $100 (over $1,000 today) and gave it to the other men to buy beer and hold a party for themselves! That’s called living what you preach.
Contact us to learn how we assist you in creating a culture where your values are put into practice.
Jay Desko is the CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.
