4 Practical Steps To Embedding Values In Your Business

We all know the world is changing and individual and organisational values are no longer contained in a statement pinned to the wall or listed as a page of single adjectives in a mission document or business plan as they were in the past, Ethics and values are the new checklist which will be the choice point for talented employees, discerning customers and clued up partners and collaborators.

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Annie Rickard

General & Compliance Manager at SSLP Group Ltd (SSLPost)

9y

Great article. Company values are something that really reflect who you are as a business. When done right these can be inspiring and supportive throughout the whole chain.

Greg Shankland

Real Estate - residential and commercial.

9y

I would add a step five, which expands on step 4: Peer recognition is a strong driver of behavior - get people to recognize their colleagues for behaviors that demonstrate your values. It is exceedingly challenging to meaningfully bring values to life: - Fewer than 5% of employees are inspired by them or believe they are reflected in decisions (The HOW report) This undermines credibility in the business and in leadership. We deliver a process that executes against these steps - see a two minute video at: http://vimeopro.com/holycowgiveithorns/living-your-values

John Wade

Town Councillor | Repair Cafe organiser | Retired

9y

Good article with practical advice - I especially like the final step of a regular survey. Two things I'd add which I find useful when going through this process with clients: firstly, when taking people through stage 2, ask them also to think about times when they and their teams felt great about a particular piece of work, reflecting on which of the values were shown, and how they were evidenced; and secondly, perhaps a new fourth step, embedding the new behaviours in the appraisals of directors and managers - for a couple years before getting to the teams and staff, to show commitment from the top - through their appraisals and objectives, noting times when the cultural-norm behaviours were evidenced (more, please) and not evidence (change your behaviour!). Your fourth then becomes the fifth...

Adrian Ashton

an untypical enterprise consultant, helping people and organisations deal with uncertainty - sometimes a tiger striped chaise lounge with a flamingo cushion.

9y

thanks Christina - certainly chimes with me as a freelancer; especially as I openly report on how my values are creating an impact through my work http://www.scribd.com/doc/222041673/Adrian-Ashton-Social-Impact-Report-2013-4-Publication

Grace Guo

Sr. Manager of Supplier Quality

9y

Thanks. I think this is also a good way to build a company's culture. Continue gathering ideas, make a practical statement for it, commit to do it and implement it and follow up the results. This is a cycle to get more valuable ideas and create more valuse by everyone.

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