The Values-Driven Organization

It's Not Just What You Do

It's How You Do It

You Can Create and Deliver Value
through

Appropriate Organizational Behavior

If your organization's Values are intended to define its culture, then we can help.

If high moral standards and ethical behavior within your organization mean more than just a public relations theme, we would like to help.

A set of well-defined Values can help: influence behavior and establish a healthy, supportive and productive culture; enable constructive correctional action for individuals who don't conform; and act as a filter for the types of employees who are not a good fit.

If that isn't enough, it's good for business, since honesty and ethical behavior go hand in hand with being Value-Driven and build trust and solid, lasting relationships with customers, employees, shareholders, vendors and partners.

And running that type of business is a lot less stressful.

The ultimate determining factor in building a Values-Driven organization (as with being Value-Driven) is your commitment and the ability to obtain the commitment of others in your organization. And we can help.

Being Intentional About Your Values is Good for Business and Makes Life Easier

Being intentional abut your values results in greater satisfaction with organizational behavior, high quality relationships, improved customer loyalty, a more satisfying working environment and a natural filter for employees who don't subscribe to your values.

Values

Since you must be committed to the Values of your organization and you have to obtain the commitment of your employees, the Values must be defined with meaningful participation.

We use a Values Map (in your Organizational Map Folder) to develop and publish the Values. This means that employees can review, keep up with and provide input to the development of Values. This alleviates the need for multiple, lengthy employee review and input meetings normally required to obtain commitment. It makes possible a final "commitment and commissioning" meeting after everyone has had the opportunity to review and think about the Values and their implications.

Behavior

Ultimately, you want the Values to be reflected in the behavior of those associated with your organization. So, it makes sense to identify the behaviors that are reflective of the Values and those behaviors that run counter to the Values.

When explicitly defined, non-conformance can be pointed out constructively, in terms of behavior, rather than personality. Since we are all flawed, you should encourage and be prepared to have your own non-conforming behavior highlighted.

Acknowledgement: We would like to acknowledge David Goodwin for pointing out this simple and natural approach to linking Values and Behavior.