VALUE DRIVEN
WHY IT MATTERS
Leaders need an anchor to keep them steadfast and grounded in all they do. Because of the multiple forces pulling at them each day, leaders know they need to have core values upon which their thoughts, actions, desires, and decisions are based. Leaders that are value driven survive the constant barrage of work, decisions, pressure, and stress that comes their way. Their values become like a compass, giving direction to all they do. Leaders that are value driven are able to determine what to do and be consistent in all they do by tying everything back to their core values. Leaders without a set of personal values may become a victim to their own unanchored leadership, and the inconsistency they provide.
WHAT IT LOOKS LIKE
Leaders that are value driven define core values for themselves and the organization. They define values that empower people with the principles they need to know what to do and how to act. They define organizational values because they have a personal conviction about the direction and guidance they provide. They know that defining values, and helping people apply them, does more than just keep the organization safe, it also improves performance.
Leaders that are value driven involve other leaders and employees in the process of defining the organization’s core values instead of defining them by themselves. They involve others in the process to help secure their long-term commitment to accept, live, and be an example of the values to others. They ask people what values they consider to be most important to the organization’s current and future success, and listen intently to how they respond. They allow for vigorous conversation and helpful discussion and debate. They make defining values a team effort, but maintain the responsibility to make final decisions.
Leaders that are value driven include discussions about core values as part of regular conversations, trainings, and meetings. They ensure their core values are a regular topic of instruction and are constantly visible to all employees and staff.
Leaders that are value driven hold people accountable for living the core values they have defined. They build into their human resource systems the ability to reward and recognize individuals who exemplify the values of the organization, and act quickly to correct those that do not. They are willing to remove people from employment who do not act and behave in accordance with the organization’s values, even if they are top performers.
Leaders that are value driven model each value through their own example. They know their example means more than any system, process, instruction, or formal program ever could. They ensure people know how the values of the organization should drive their personal behavior and decision-making. They reference the organization’s values in their activities and conversations. They live and exemplify the values in ways that aren’t preachy or make other people feel uncomfortable. They show people what it means to adhere to the values in all of their personal dealings.
BELIEFS
SELF-REFLECTION
Leaders need an anchor to keep them steadfast and grounded in all they do. Because of the multiple forces pulling at them each day, leaders know they need to have core values upon which their thoughts, actions, desires, and decisions are based. Leaders that are value driven survive the constant barrage of work, decisions, pressure, and stress that comes their way. Their values become like a compass, giving direction to all they do. Leaders that are value driven are able to determine what to do and be consistent in all they do by tying everything back to their core values. Leaders without a set of personal values may become a victim to their own unanchored leadership, and the inconsistency they provide.
WHAT IT LOOKS LIKE
Leaders that are value driven define core values for themselves and the organization. They define values that empower people with the principles they need to know what to do and how to act. They define organizational values because they have a personal conviction about the direction and guidance they provide. They know that defining values, and helping people apply them, does more than just keep the organization safe, it also improves performance.
Leaders that are value driven involve other leaders and employees in the process of defining the organization’s core values instead of defining them by themselves. They involve others in the process to help secure their long-term commitment to accept, live, and be an example of the values to others. They ask people what values they consider to be most important to the organization’s current and future success, and listen intently to how they respond. They allow for vigorous conversation and helpful discussion and debate. They make defining values a team effort, but maintain the responsibility to make final decisions.
Leaders that are value driven include discussions about core values as part of regular conversations, trainings, and meetings. They ensure their core values are a regular topic of instruction and are constantly visible to all employees and staff.
Leaders that are value driven hold people accountable for living the core values they have defined. They build into their human resource systems the ability to reward and recognize individuals who exemplify the values of the organization, and act quickly to correct those that do not. They are willing to remove people from employment who do not act and behave in accordance with the organization’s values, even if they are top performers.
Leaders that are value driven model each value through their own example. They know their example means more than any system, process, instruction, or formal program ever could. They ensure people know how the values of the organization should drive their personal behavior and decision-making. They reference the organization’s values in their activities and conversations. They live and exemplify the values in ways that aren’t preachy or make other people feel uncomfortable. They show people what it means to adhere to the values in all of their personal dealings.
BELIEFS
- Defining values is not a “soft” human resources exercise, it is a key leadership responsibility.
- Defining values is the act of empowering people with the principles to guide their daily choices, decisions, and actions.
- Defining values protects the organization and creates unity and a sense of definition, direction, and organizational identity.
- If values are defined in part by those in the organization, they are more likely to be adopted, accepted, and followed.
- If the values are not frequently taught and brought into open discussion they will be no more than a poster on a wall.
- Turning words into behavior requires aligning organizational systems to teach, inform, uphold, require, and reward them.
- If you don’t live the values of the organization and adhere to them nobody else ever will.
- People won’t know how serious the organization is about upholding its core values until they are held accountable to them.
- Define a set of core values for the organization.
- Memorize the values of the organization.
- Set the example in keeping organizational values.
- Communicate why each value matters.
- Rely on defined values to guide behavior.
- Hold people accountable for living the values.
- Be open to add or change core values if needed.
- Involve others in defining the organization’s values.
- Have a personal code of values to adhere to.
- Reward and recognize people for living the values.
- Define core values as a way of life, not a choice.
- Don’t be overly preachy about core values.
- Reference core values in conversation.
- Correct those who ignore the core values.
- Accept the importance of having a set of values.
- Dismiss people who ignore the stated values.
- Live up to the values in good times and bad.
- Provide training on how to apply the values.
- Don’t allow the values to become gimmicky.
- Incorporate values into HR systems.
- Give examples of what the values look like.
- Show respect for the personal values of others.
SELF-REFLECTION
- Do I define what core values matter most to the work of the organization, or have I yet to define them?
- Do I frame the values of the organization in ways people can apply, or do I define them so loosely they are meaningless?
- Do I see the importance of values on the work and culture of the organization, or do I think they are a waste of time?
- Do I define the values of the organization with others, or do I define them in isolation and hope people accept them?
- Do I hold people accountable for living the core values, or do I allow people to behave contrary to them?
- Do I ensure the core values are constantly in front of people, or do I let them fade into the background?
- Do I recognize people who are living the values, or do I forget to reward exemplary employee behavior?
- Do I show through my own example how to live the core values, or do I fail to be a good example at all times?
- Don’t identify so many core values that they become too much for people to grasp, remember, or apply.
- Don’t speak and teach the values so often people begin to feel you are preachy and tune you out over time.
- Don’t lock in the organization’s values so rigidly you can’t add to or modify them over time.
- I can only work for an organization that shares the same values as me.
- When organizational values contradict what I stand for personally, my values always win.
- I refuse to compromise my personal set of values.
- I can disagree with someone else’s beliefs and still show them the highest level of respect.
- I will only surround myself with those who share my personal beliefs.