A great starting point… towards success.
Shared values are a bonding force which contribute to cultures and performances within entities, families and societies. Energy, drive, confidence and pride are the best when they come from within. Values are the genesis.
Shared values counter the inevitable evolutionary trend to entropy, a state of disorder. They provide balance and are an innate driving force to achieve appropriate goals, objectives and targets. Integration, cohesion, malleability and a strong sense of self-belief and identity are commendable by-products.
Directives, policies and standards applied by “superiors”, seniors and external resources can and do, provide focus, but seldom sustain momentum.
It seems that few in business even discuss, identify, analyse and seek deep understanding of values that are, could be, should be or must be shared.
Therefore, the next step is usually the first step…
A STATE OF MINE
(Mental) ownership of values is important. It establishes transparency, accountability and pride. Authority is innate. Responsibility ubiquitous . Both need to be personal.
They do not exist, influence, determine and function in isolation. They should not exist in parallel realities – to do so tolerates variability, inconsistency and contradictions. That can, and does, lead to sub-optimal performance.
Adopting, adapting and applying the values of others is not authentic, and is rarely successful.
The words “my” and “our” are important in the articulation and application of values. Their relevance and benefits are not restricted to “working hours”. Values are not part-time, casual or situational.
In sport it is often stated that winning is or does become a habit. So too values.
LIST, PRIORITISE VALUES
It is challenging to contemplate, list and then prioritise the essential values that are important to you, your business, family and community. The values of all may not be in accord. Indeed, within each subset there will typically be variances, possibly contradictions.
To identify, analyse and evaluate their circumstantial applications is imperative. So too is unequivocal commitment to them.
The list or lists may not be extensive. But they will be important.
In business settings, each stakeholder must be prepared to address others (stakeholders) with the appropriate statements:
· “We don’t do things like that here”.
· “We could and must do better”.
Rationalisations, apologies and justifications do not rate. No gaps or “daylight” can exist between what is and what should be.
A strong focus on higher-order, prioritised values instil discipline in the recognition, respect, application and adherence to all nominated values.
Everyone, internal and external, get the message. Delegation of authorities and responsibilities is not necessary. Self-managed standards are aspirational, effective, efficient, productive and fulfilling. In short, a force for good and mutual benefits.
P.R.I.D.E.
The word and associated concepts of pride have evolved in recent times, with different meanings and applications.
Pleasure, satisfaction, achievements, delight, gratification and fulfilment are some of the attendant and consequential dimensions of pride. The symbols of rainbows, daises and gold trophies are promptly recognisable and expressive.
Some, not all, will want to be identified with, or aligned to such.
In business and customer service pride is an acronym:
P.R.I.D.E. – Personal Responsibility In Delivering Excellence.
Achieving and sustaining excellence elicits a sense of pride, particularly when it is identified with shared values. What goes around, comes around.
COUNTERING DISTRACTIONS
Correctly applied, respected and reinforced, shared values negate the temptation to inappropriate short-cuts, behaviours and practices. Harmony is retained, efficiency enhanced, and productivity optimised.
Brands are then projected, protected, and developed. Resources, time, people and funds are not required for remedial actions.
These factors will not or should not be lost on numerous high-profile accounting firms, airlines, hi-tech monoliths and social media channels. Lost reputations, clients, customers and positive team-members have been among the costs which have been borne in recent times.
Shared values are virtues worthy of ongoing investment.
RECRUITMENT LEVERAGE
ESG (environmental, social, governance) is a concept and a set of principles which have mixed images. To some, including prospective employees, it represents a strong rationale to be part.
Shared values are broader in scope and application. They can be, and should be, featured in recruitment, induction, training, development and retention initiatives. Collectively, they are what psychologists deem to be “psychic income”. Valued, typically non-financial and effective.
Standards count and are counted. At present they are under-utilised and under-promoted by many management teams.
UNEQUIVICAL
Values are, or should be, non-negotiable. They cannot be compromised. If and when necessary, they are capable of recalibration, then reset and applied consistently and constantly by all. The Doctrine of No Surprises is a compatible belief set.
They are a laudable means to attain, sustain and manage a favourable set of expectations, internally and externally. Everyone should understand and value the values.
They are an inner force, which tick each of the following boxes:
A force for:
· The good and better.
· Self-managed standards.
· Doing right, the right things.
· Striving and achieving better.
Shared values should be a fundamental and key component of all culture statements and strategic plans.
Believe:
Attain. Sustain. Gain.
Everyone’s a winner.
Barry Urquhart
Business Strategist
Marketing Focus
M: 041 983 5555
E: Urquhart@marketingfocus.net.au