Words Come too Easy - For Company Values it's Action that Counts

Over a third of women and a fifth of men have said “I love you” to their partners and not meant it. Sometimes it’s all too easy to say what you think others want to hear instead of what is really believed. 

Most companies have a set of values, sometimes prominently displayed on websites and letterheads. Describing company values is easy. Turning them into meaningful drivers of performance is far more challenging.  But rather like false expressions of love between couples, company values that are not founded on reality are likely to weaken trust and respect both for employees and customers.

Research shows a positive relationship between strong company values and high organisational performance. This relationship comes from the alignment of people behaviours that underpin values, with the behaviours needed for the organisation to succeed. Put simply people are working together more effectively to achieve common goals. 

Companies with a well established and positive values base will find it more straightforward to move to a values and behaviours model for improving organisational performance. Those with competing cultures within the organisation, or where there is a general misalignment between the existing culture and the values needed to succeed, will find it more challenging to make the shift. But the principles for achieving the shift are the same.

1. Co-creation

The strategic context, vision and energy will come from the top but leaders should involve as many people as possible in the design and definition of values and behaviours to maximise engagement and meaning. The values and behaviours are there to support the vision and strategy but leaders need buy in to work.

2. Leadership role modelling

A common failing of organisational values and behaviours is misalignment at the top. If your people see leaders displaying different behaviours, particularly if they are contrary, credibility will be gone. Your leaders must work with the values.

3. Alignment and rigorous application of people management practices for all

All of your HR practices from recruitment to reward must be based on the values and behaviours. Only recruit people if they demonstrate them during selection. Challenge people who don't work to the values. Reward those who do. Start with managers and work through the organisation.

4. Communications and ideas exchange

Spread the word widely and create opportunities for people to share. Creativity and ideas sharing give most people a big buzz so give them the space and pick the best ones to develop.

5. Assess and reward

Measure and reward people on behaviours and performance. Both are needed to succeed. Don't be tempted to reward performance over behaviours or your values will be discredited.

6. Review and change

If aspects don't work or external factors change how your company operates then review and change. Use communications and staff feedback to enable this and don't lose the principle of co-creation.

As with love, achieving better organisational performance through strong values takes time, effort, nurturing and a willingness to change but ultimately can lead to great rewards.