Engage the whole team to form values tailor-made to your organization
Welcome! We are in the midst of a series all about assembling the core components of a solid strategy, beginning with mission, vision, and values. In my last two blog posts, I shared some pitfalls to watch out for when drafting a mission and vision.
This month is all about values. When I think about values, I am immediately transported to my dad's office circa 1978. Dad was a traveling salesman and a salt-of-the-earth kind of guy. He loved inspiring quotes and always had a poster from Successories in his office. This visible display of values was utterly and wholly aligned with his personality and nature. The one I remember most is this one:
But it's 2022, not 1978, and many of us are managing the next generation. A poster of geese flying in formation can set off an eye-roll so fast it will make your head spin. Which brings me to this post's question: How can we construct and reinforce values that serve as principles we agree to abide by as a team?
Values are more important than ever in the current context of the great resignation. My clients are grappling with the same stubborn challenge - attracting and retaining great talent. Employees are taking a stand and demanding roles that fit their career and lifestyle goals and, above all, their values.
Val·ues /valyooz/ The beliefs, philosophies, and principles which the organization will abide by, no matter what.
Great leaders lead with values. There is a famous quote, "Culture eats strategy for lunch." The most thoughtful, most salient strategy will fall short without the more profound commitment of your team.
Here are three common mistakes to avoid when building team values.
Developing values by "executive directive"
Choosing single word values.
Exploring only the positive side of a value
Mistake #1: Developing values by "executive directive."
Many leaders take on the task of crafting values themselves. With the best of intentions, they earnestly compile values they believe align with their organization's mission and strategy. These documents are often unused for their actual value: to keep teams accountable and guide behavior.
Use your values to their full extent - to clarify how your team shows up at its best and serve as a filter through which you train, hire, and partner.
Take a writers room approach.
Values are the most powerful and puzzling of all the elements of strategy. They have the most significant impact when built by the team for the team. People believe in what they co-create and invest when they see their beliefs reflected. To avoid forming values by "executive directive," take a "writers room" approach and engage with your whole organization.
Mistake #2: Choosing single words.
If I asked you to list typical organizational values, you're likely to come up with words like Teamwork, Attitude, Service, and - my favorite - Excellence. Who doesn't want excellence in their organization? But what does excellence look like? And is that how we show up, or just an aspiration?
To avoid choosing values for your fantasy self, go deeper into actual stories that exhibit these values in action.
Back up your values with real stories of your team exhibiting the behavior.
Two of my favorite resources for values are Brene Brown's Dare to Lead and Find your Why by Simon Sinek, David Mead, and Peter Docker. I have teams select two values from Brown's list (page 188) - but they can only choose a term if they can recall a story of the group demonstrating the value. Even better - if they can remember multiple stories.
Storytelling provides a reality check to confirm our values. Do we walk the talk consistently? Or is this simply an aspiration?
Avoid single-word values. Instead, build values from actual stories of your team demonstrating the behavior. Real client stories furnished the language in the “after” example below:
Before
Communication: We are articulate, authentic, compelling and memorable in speech and writing
After
We shift perception. We unearth raw truths and weave them into compelling narratives to overcome prejudice and apathy.
Mistake #3: Exploring only the positive side of a value
If I asked you to describe what a value looks like in alignment, you might struggle to explain. Sometimes it's much easier to recall examples of when someone crossed a boundary.
Get clear about slippery behaviors.
Defining what something ISN'T can be easier to pinpoint. I ask teams to describe what slippery behaviors look like: What actions, partners, or projects cross a boundary? When will we make a tradeoff, and when will we stand firm? (Another gem from Dare to Lead).
I recently worked with a nonprofit that teaches kids the benefits of healthy eating and exercise. The organization focuses on communities where unhealthy food is the easy choice. When faced with the question: of which potential partners don't align with our values, they identified large, global fast food brands as a clear disconnect.
Knowing a boundary, holding your ground, and tolerating discomfort is trading short-term pain for long-term integrity.
Consider what your values look like in the positive: when they fit well with others and in the negative: when you find a line that you will not cross.
If you are on the journey to build a set of values for your team - good on you! Mind the three pitfalls above by involving your whole team, anchoring on stories to validate your values and clarifying your boundaries.
As you land on a set of meaningful, compelling, and sticky values, reinforce them by recognizing, celebrating, and displaying them.
I've visited many organizations where values are prominently featured in the workspace - through wall art, paperweights, and other artifacts. Maybe that Successories poster isn't such a bad idea after all!
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