roy disney

Real values are those things we will not compromise on.

They’re the things we go to war for – figuratively, and literally.
Values matter. Or they should.

Too often, corporate values are a pile of meaningless drivel. Developed by well-meaning people who find it hard to separate individual values from corporate needs.

How often do we see “Excellence” as a corporate value? From the same corporation that takes 37 minutes to put your call through to a consultant?
How often do we see “Teamwork” as a corporate value, but hear stories from inside the organisation about how their boss’s idea of teamwork is “doing it my way”?
How often is, “Respect” just code for, “Do what I tell you”?

Most times, a business’s stated values don’t reflect the real nature of the business. They’re either a reflection of the values the people inside the business aspire to – for themselves. Or they’re nice things people like to hear.

They’re ideals. Not values.

Ideals are external. They’re the goal.
Values are internal. They’re the things that determine what you’re prepared to do to get there.

Now. I know. The values of the business are only the values of the people within that entity. But, in many, many cases, the values are not the values of the group. They are just the values of the loudest voices within the group.

The hard question needs to be, “What do we – as a collection of people – value?” Not “What are the most common of our values?”

The first unites your people around a common set of behavioural themes. To answer it, you must know where you’re heading as a unified group.

The second just makes you average. To answer it, you just need a poll and a thesaurus.

The value of values.

Values dictate your actions, they infuse every behaviour, they define your language, they determine every experience your business provides.

Clear values provide clear frameworks for objective discussions, not vague outlines for subjective disagreements.

The clearer your values, the easier it is to be consistent in everything you do, the easier it is to create a reputation, the easier it is for your business to make money. (See Shaun Achor’s delightful talk on how much an engaged workforce adds to a businesses bottom line.)

To get a clear idea of what your business values are, look at what behaviours your business tolerates.

Then either change your behaviour, or be more honest about your real values.

Maybe we just need to be more honest when we’re writing them.

I remember seeing, on one set of values, the delightful line, “We value making a profit. It’s not the only thing that drives us. But we firmly believe making money is better than losing it.”

It’s good when values collide.

What gives your values meat is how they intersect.

Triangulate your business values with your business goals and you know what you can compromise on and what you shouldn’t.

It’s perfectly OK to say, “We value money” and “We value people”.

They’re a much clearer guide in times of crisis than excellence or respect or environmentally sound. Even though we know the two can be diametrically opposed. Because, figuring out what happens when those two butt heads is when things become interesting.

That’s when leaders show why they’re leaders. Clear values provide clear guidance, “Which of these guiding forces is more important in this instance?”

“How do we do one thing, without dropping our pants on the other?”

That’s where you get memorable moments in business.

A business made up of separate individuals will not work as well as a business of people united around a cause or a goal.

If this is true, then the values shouldn’t be just a loose arrangement of each person’s favourite value or ideal. The businesses values would be more effective if they were the values the team agreed would best help them reach their goals.

Maybe start by explaining your values.

“We value professionalism. While will try and be open and honest and as transparent as possible, sometimes a secret is a secret for a reason. Use your discretion.”

Or just telling it like it is.

“As a business, we respect the right of our people to have an opinion. But our personal opinions must be measured against our business values. Please remember, everyone gets an opinion – not everyone gets a vote. If we make a decision you don’t like, it’s not that we didn’t listen. It’s because we believe the choice we made was better.”

Your personal values are not your businesses values.

Here’s some thinking music…

What do you as a team really value?

What would you resign over?

What would you fire someone for?

These are your values.

The rest are just nice words.