[elm_random category='large-mobile-banner]

On the “love” side, I’ve seen many different organizations that I respect greatly—organizations with truly outstanding cultures—who not only have core values, but firmly believe that they anchor that outstanding culture. They reference them frequently, at all levels inside the organization. They live them.

On the “hate” side, however, I have also seen core values that are an utter waste of time. They are a boiled-down list of values that everyone agrees with on the surface, but they don’t really impact behavior inside the organization. Enron, after all, had a lovely set of core values hanging on the wall in their lobby (that I think included the ever-popular “Integrity”), but that’s not what they really valued.

So I am neither for nor against core values, but if you have them or want to develop them, I urge you to make sure they do these two things (drawn from my earlier post about the definition of culture):
Here’s an example of what that looks like. I worked with an association that had recently developed a list of core values, including some popular ones like “collaboration” and “empowerment.” Maddie and I were working with a specific team there, and at one point we took some time with the team to ask them how the organization’s core values were showing up in the work they were doing.

  • Make it crystal clear what is valued.
  • Connect what is valued to what drives success.

At first, the conversation stayed just on the surface, as if they were being tested and and they needed to somehow prove that things like collaboration and empowerment were part of their work. But as we dug deeper, they started to see where the values actually mattered. Like the fact that on this particular team, they let people make their own decisions, rather than requiring everything to be approved ahead of time. That was clearly linked to the impressive results the team was producing at the time. That team then understood what “empowerment” meant in a much more concrete way, and they understood how it made them more successful. That’s how you get core values to become truly embedded in your workplace.

Image credit

Jamie is an author and culture consultant at Human Workplaces who uses culture analytics and customized consulting to drive growth, innovation, and engagement for organizations around the world. He brings 25 years of experience in conflict resolution, generational differences and culture change to his work with leaders leveraging the power of culture. The author of two books — "When Millennials Take Over" and "Humanize" — Jamie has a Master’s in conflict resolution from George Mason and a certificate in OD from Georgetown, where he serves as adjunct faculty.

Jamie is an author and culture consultant at Human Workplaces who uses culture analytics and customized consulting to drive growth, innovation, and engagement for organizations around the world. He brings 25 years of experience in conflict resolution, generational differences and culture change to his work with leaders leveraging the power of culture. The author of two books — "When Millennials Take Over" and "Humanize" — Jamie has a Master’s in conflict resolution from George Mason and a certificate in OD from Georgetown, where he serves as adjunct faculty.

There's More To Discover

Subscribe today for more thought-provoking content.
  • This field is for validation purposes and should be left unchanged.