“Great organisations live their values, rather than just ‘laminate’ their values,” we are told. “The values provide a compass for everything they do.” How to make this happen? Let’s start by assuming several things. First, you are clear on your organisation’s values. Second, you know how to build a values-driven organisation. Third, you are really serious about living the values and, for example, use them as a compass for making decisions – especially when times get tough. Starting from this framework, here are three things your organisation can do to live the values.

1) You can live the values at each stage of the colleague’s journey with the organisation.

Everybody is familiar with the idea of ‘the customer’s journey’. This charts the customer’s path when dealing with an organisation. During the journey there are certain key ‘moments of truth’ when they form opinions about a business. Getting these moments right can win customers for life; getting these wrong can turn them away for ever. Nowadays people also talk about ‘the colleague’s journey’. This charts the path they take during their career with an organisation - and it also contains certain moments of truth. For example:

* Seeing the job advert.

* Contacting the organisation.

* Being invited for interview.

* Being interviewed.

* Receiving the message about whether or not they were successful.

* Arriving on the first day.

* Meeting the manager and team.

* Attending the induction.

* Starting the actual work.

* Meeting the first customer.

* Getting their first success.

* Finishing the first week.

* Receiving the first pay cheque.

* Finishing the probationary period.

* Attending the first training workshop.

* Having the first performance review.

* Having the first career development review.

* Getting promoted.

* Etc.

Positive modelling is crucial – because people learn from what you do, not what you say. So the colleague’s journey provides many opportunities to live the organisation’s values. Imagine that one of the values is: “To strive for excellence.” How can you express this, for example, at every stage in the hiring process? How can you demonstrate excellence in the way the job is advertised, letters are written, phone calls are answered, interviewees are briefed, interviews are conducted, offers are made, how unsuccessful candidates are treated, etc. Sounds a lot of work? Yes, but good modelling at this stage creates a lasting impression on the candidate. It is an opportunity to set the tone for the business.

Try tackling the exercise on this theme. Let’s assume, for example, that your organisation wants to demonstrate ‘excellence’. Not just say it; actually do it. How can you express this value at specific stages of the colleague’s journey? Try completing the following sentences.

The specific ways we can live our values
at each stage of the colleague’s journey are:

*

*

*

2) You can show how people in the organisation are already living the values.

“Reward the behaviour you want repeated,” is a key principle when shaping a culture. There are many approaches to making this happen. One is to produce ‘success stories’ which show how people are already living the values. Nicki Hayes-Singh is a writer who is frequently commissioned to ‘bring such stories to life’. She interviews people in an organisation, then writes their story. This is communicated inside and, when appropriate, outside the business. Here is an extract from one such story written for a computer company.

Sandra is one of our operational ‘rocks’. Having been with us for 20 years, she knows the importance of consistency – but is also the first to initiate change. “She makes things work,” said one of her colleagues, “and is always looking for ways to improve.” Sandra reaches out to help others to succeed. Last month she spent 9 consecutive days with a customer in Madrid, helping them to untangle their logistical problems. “We wanted to hire her,” said the customer, “but she said she loved her job with your company.” She embodies one of our key values - constant improvement. Sandra’s energy can be a bit frightening. (She will soon to asking you to sponsor her next marathon run – so watch out.) But it plays a key part in helping all our stakeholders to succeed.

Contrary to some fears that such an approach might be a little ‘corny’, people in the company really enjoyed the story about Sandra. Managers then nominated team members who had done superb work. One leader said: “Everybody knows about the ‘hero’ who drove a truck through the snow to reach a customer in Edinburgh. But we wanted to encourage the salt-of-the-Earth people who do good work each day. The success stories helped to highlight their contributions.” You will find your own ways to demonstrate how people are living the values. So try completing the following sentence.

The specific things we can do to show how
people are already living the values are:

*

*

*

3) You can use many vehicles for improving the ways you live the values in the organisation.

Some companies make values the basis for: a) Their performance management reviews; b) Their internal morale surveys; c) Their ongoing staff development. They make sure the education is always linked to the values. For example, imagine you are running a session similar to that described in the piece called 3 tips for running a ‘values in action’ workshop. Certainly there may be many points you want to explore about how people can live the values. But such sessions should also be a ‘two-way street’. Invite the participants to give concrete suggestions about how the organisation can improve the way it lives the values. For example, during each stage of the colleague’s journey; in dealings between the centre and the satellites; in the way it interacts with customers. Implement the ideas wherever possible. Yet also, if appropriate, explain why you may not introduce some ideas. It is vital to show, however, that the centre is willing to listen and improve. Looking at your organisation, describe the mechanisms you can use to take similar steps. Try completing the following sentence.

The different vehicles we can use for continuing
to improve the ways we live the values are:

*

*

*

Values are forever – but how you express these may differ from age to age. Great organisations are serious, however, and make values the basis for everything they do.