Building a company culture that aligns with your values is not only beneficial for your employees, but also for your customers, partners, and stakeholders. A strong company culture can foster engagement, productivity, innovation, and loyalty. But how can you create and maintain such a culture as a supervisor? Here are some best practices to follow.
The first step is to clearly define your values and communicate them to your team. Values are the guiding principles that shape your vision, mission, and goals. They reflect what you stand for, what you care about, and how you want to operate. You can use tools such as surveys, workshops, or brainstorming sessions to identify and articulate your values. Make sure they are realistic, relevant, and resonant with your team.
Recognizing that others depend on you giving your best each and every day is very important. Your family, your friends, your co-workers, customers....everyone in your circles of influence need you to serve them well. When you do that habitually (automatically) your sphere of influence grows and blessings you never imagined become possible. Give of yourself, your time, talent and treasure, freely and you will be amazed by the outcome. Warning: It goes against our culture and human nature to do so.
I think this step is often absolutely understated and breezed passed. Instead of generic options like “integrity” or “passion”, get specific, values should reflect the core character of your ethos and proposition to customer. Definition to me means application in areas like promotions, hiring, firing and goal setting.
Concordo com a defini??o de valores atrelado a realizada de cada empresa, que seja incorporada e praticada por cada funcionário, especialmente pelos seu maiores lideres. A lideran?a por exemplo arrasta, a comunica??o torna-se mais clara e objetiva, pois todos notam as evidências nas a??es diárias. A possibilidade de intera??o de todos com todos, sem discrimina??o, saber ouvir, escutar e interagir. Valores s?o valores e n?o prioridades.
I would hire people that understand and align with the things that are important to me. Being a provider to my Family, and Patriotism. Through out my oil and gas carrier the men and women that have aligned with Family and Patriotism have been great to work with.
I think it is very important to be a leader and define your values to your team, whilst encouraging your team to also have input on how to move the company forward in a efficient manner. Key tools to use or pass on information are during tool box talks or even just as simple as schedule a group meeting. I always try to pass on information on future plans or investments that are in the pipeline, this way your team can see the progress being made and how the company values improvement. You would be surprised on how much this can also motivate your team. A motivated team will always out perform a team with less drive and ambition.
The second step is to model your values in your actions and decisions. As a supervisor, you have a significant influence on your team's behavior and performance. You need to demonstrate your values consistently and authentically, and hold yourself accountable for them. For example, if you value transparency, you should share information openly and honestly, and invite feedback and questions. If you value collaboration, you should encourage teamwork and cooperation, and recognize and reward collective achievements.
No one should be "above the law" (i.e. Values) and it should always be a welcomed and safe space to dialogue about misalignment of Values with the intent to get perspective and realignment.
Values must be "Shared by all," meaning leadership must not simply put them on the wall. Leaders must example the values, reward the values, and talk about the values. We often think our teams know the company values as we sent it in an email last year. Guess what? It takes 9x for someone to hear something for them to internalize it and then embody it. You need to keep telling your team what the values are, why they are important, and stories of how they are exampled within the business. A few ways to over-communicate your company values: - Quarterly Staff meetings - Use them to hire, fire, reward, and hold your team accountable. (i.e. Reviews and Hiring processes) - Be the physical example.
Once Mgmt defines their organization vision and mission stmts, it then becomes paramount to implement any strategy in conjunction with these core beliefs and the best way to get “buy-in” is when Top Level Mgrs act congruently with their stated strategies, thereby modeling the desired modus operandi for any and all company stakeholders.
Value models?focus on things, people, ideas, or connections. Across industries, there are four basic models for value creation: Asset Builders focus on making or owning things. Service Providers focus on people. Creators & Technologists focus on ideas like content, technologies, and data.
Do what you preach. Is something misunderstood both by the management and personnel that they are handling. If we don't lead by example people tend to relax knowing both sides are not serious on doing what should be implemented. Showing people how values should be done is a hard thing but slowly people would understand it if we do it and live it while we work.
The third step is to reinforce your values in your policies and practices. You need to align your culture with your strategy, structure, and systems. You need to create and implement policies and practices that support and reward your values, and eliminate or modify those that contradict or undermine them. For example, if you value innovation, you should provide time, resources, and incentives for your team to experiment and learn from failures. If you value diversity, you should promote inclusion and equity in your hiring, training, and development processes.
One of the ways to reinforce your values is to have quarterly meetings with your staff. The company I work for we have six core values, and we have quarterly meetings with our staff individually to discuss those values. These quarterly meetings are off the record, to be able to sit down and talk to your staff one on one without any fear of reprisal. And these meetings were able to discuss any and all topics , this allows us to address specific issues on specific values that can be improved.
Outcomes, KPIs, CSFs, and more should always be reviewed through the lens of Value-alignment. To achieve anything is one thing. To achieve something having reflected organization Values is synergistic. NOTE: If you are recruiting/hiring Value-aligned people, there is a good chance there is alignment, but just needs the veil pulled back to show them how.
Change plays a huge role in reinforcing values. Being open to change is no easy feat, but it’s a necessity. Recognizing where improvements are needed is the easy part, being open to change for improvement can prove to be challenging. In order to best introduce change and improvement having a clear understanding of why the improvement is necessary, improve workflow, remove redundancy and reduce the risk of error. We also must have insight and understanding of the impact the changes will have during implementation ensuring values are not compromised. Communication of the necessity, impact and acknowledgement of the effort required by all to successfully implement change is extremely important as it lets everyone know “we’re in this together”.
é necessário tempo para a familiariza??o das tarefas e mitiga??o dos erros, as falhas podem ocorrer mas n?o por vontade própria. Ser autêntico é desenvolver uma cultura de trabalhar com a verdade e n?o apontar culpados. Sendo assim o que passar disso pode ser tratado como uma viola??o, fato este inaceitável dentro de um ambiente amigável e produtivo.
Hold yourself and your team to those values. Accountability is critical. Holding yourself accountable allows the team to see they are not just words.
The fourth step is to celebrate your values in your events and stories. You need to create and share positive experiences and narratives that highlight and reinforce your values. You need to recognize and appreciate your team's efforts and achievements that reflect your values, and celebrate them in meaningful and memorable ways. For example, if you value customer satisfaction, you should showcase success stories and testimonials from your customers, and reward your team for exceeding their expectations. If you value social responsibility, you should organize volunteer activities and donations for causes that matter to your team.
Employee recognition tied to Value-alignment brings cohesion and clarity for how people can celebrate and see their efforts tie to Values. HRIS platforms offer this function, for example.
A las personas les gusta ser reconocidas, el salario emocional es muy importante pues si eres reconocido haces mejor tu trabajo, y apoyas con gusto a la empresa, entonces un líder debe reconocer el esfuerzo de cada uno y gratificar de manera que siempre estén dispuestos a trabajar con entusiasmo
Celebrar los valores en eventos e historias es clave para consolidar una cultura empresarial auténtica. ?? Personalmente, creo que resaltar las experiencias positivas y logros del equipo alineados con los valores refuerza no solo el compromiso, sino también la identidad de la empresa. Reconocer y premiar de manera significativa estas contribuciones fortalece el lazo entre el equipo y los principios fundamentales de la compa?ía. ?Una estrategia efectiva para construir un ambiente de trabajo vibrante y alineado con nuestros valores!
The fifth step is to review your values periodically and adjust them as needed. You need to monitor and measure the impact of your culture on your team's engagement, performance, and satisfaction. You need to solicit and listen to feedback from your team, customers, partners, and stakeholders, and identify areas of improvement or change. You need to be open and flexible to adapt your values to changing circumstances, needs, and opportunities. For example, if you value agility, you should embrace new technologies and methods that can enhance your efficiency and effectiveness. If you value growth, you should seek new challenges and markets that can expand your potential and reach.
Yes, AND if they are worked through well enough at the first go, this is not a frequent need. For reference, we spent 7 months with 1-2 meetings each week, 4-8 hour meetings and guided by a consulting firm before agreeing to what our Values were, how to define them, acid testing them and so on. There has not been a compelling reason to change them since inception 10 years ago. Conversely, to change them too often leads to confusion, lack of care, inability to drive home the importance of them and wastes a lot of resources along the way.
é essencial manter uma cultura de diálogo aberto e transparente com as equipes para manter o engajamento nos valores propostos, há no mercado de trabalho gestores que se afastam muito das equipes tornando esse cultura de diálogo aberto deficiente assim n?o é possível mensurar as dificuldades de cada equipe e contribuir para uma macro melhoria nas atitudes da equipe.
Taking feedback from your team and stakeholders you work with everyday is one effective way of knowing whether your values align with the organisations culture. You can get honest feedback when you have a track record of not threatening your reportees over poor performance, when they see you as a leader who helps them leverage on their strenght while managing their weakness and improving on their opportunities. When they build confidence of job security while working with you over time, you get first hand honest feedback on their perception of your values. The most popular feedback from most people should be taken seriously. This data helps you align the company's culture to your values.
The sixth step is to engage your team in building and maintaining your culture. You need to involve and empower your team in defining, modeling, reinforcing, celebrating, and reviewing your values. You need to foster a sense of ownership and commitment among your team members, and encourage them to contribute their ideas, opinions, and talents. You need to build trust and respect among your team members, and promote a culture of learning and feedback. For example, if you value empowerment, you should delegate authority and responsibility to your team, and support their autonomy and creativity. If you value respect, you should treat your team with dignity and courtesy, and address any conflicts or issues constructively.
Time Time Time and interaction that is not focused solely on work. It takes focused effort by leadership to bring together the team so they can learn not only from themselves but also from the Executive Team. I've seen many Executives choose to not participate in an activity or task. This creates distance between themselves and others. Once a divide and disconnect has been established it exists across all areas. Therefore, the bonding factor of culture is weakened and muted. Servant leadership and involvement on every level creates culture.
Quando tentamos inspirar confian?a na equipe, precisamos estar abertos a ouvir verdades que nem sempre s?o o que esperamos. As opini?es de quem está dentro de "casa" nos ajudam a moldar a cultura de uma empresa, permitindo ajustar o percurso quando o caminho n?o estiver condizendo com os nossos valores.
Esta es la principal creer en tu equipo, delegar y hacer que todo fluya y contribuir a ense?ar que todos somos 1. Esa es la más importante sin ella no sería posible .la unión del equipo es lo principal
One thing that I have found helpful is to reward staff that are modeling the new values at staff meetings. Encourage staff to be an active and make a difference.
As for team involvement, we can work on this point by applying training, a moment for brainstorming or a coffee chat with the team to define common objectives and actions, working on the sense of ownership and thus extracting good practices, it is also interesting to always have good observers in the field to evaluate the use of values of each individual on the team in order to show that it is possible to practice a certain value on a daily basis, recognizing in some way that observed individual.
Crafting a strong company culture starts with clear communication. Share your values consistently across all channels. Foster inclusivity by actively listening to your team. Embrace transparency and empower employees to contribute to the culture. Recognize and celebrate achievements to boost morale. #CompanyCulture #Leadership
4. Live your beliefs consistently. 5. Put others first. 6. Treat each team member as a valued customer. 7. Inspire others to provide unreasonable hospitality. 8. Help everyone at every level know they can make a profound difference.
The award winning 31Practices approach helps to put in place all of the above. Chat GPT said that it was hard to suggest a more effective and robust approach to embedding values in organizations.
Lo mas adecuado es ser consecuente con lo que se pregona, si digo tener "valores" eso debe poder verse a diario en cada acción; si solo lo escribo y no lo practico no durará mucho el discurso y solo será eso, un discurso. Para que perdure y se convierta en cultura debe ser real, y practicarse espontáneamente
1. Hire people who believe what you believe. 2. Communicate what you believe every day. 3. Reward behavior that moves the organization closer to its core belief system.