Values Development
One of the most important foundations of organisational
success comes from a common sense of purpose where everybody
understands what is expected of them both from a performance
and behavioural perspective. This “way we do things” clarity
can only be achieved simply and positively if it is
values-driven, otherwise the intent seems dictatorial and
procedural. By aligning values with behaviour, and being
prepared to be accountable for that behaviour (at the most
senior and junior levels) creates a sense of common purpose to
behave in certain ways. Values and behaviour are deeply
intertwined. You can’t talk about one without the other and
you can’t make values meaningful without being able to express
them in a behavioural context which is expressed at the
individual level making the values a personal touchstone
and reference point for action.
What does being values-driven look like?
- Behaviour (the how something is achieved) is as
important as the result (the what), which means the right
behaviours become part of the performance management
process.
- People will talk about ‘our way of doing things’,
‘others being made of the right stuff’, ‘that was out of
order’ etc. Not happening on strict hierarchical or boundary
based terms, but across, up and down the organisation.
- The list of values has transcended the poster and
plastic card phase, ‘we’re not laminating them, we’re living
them’. They become a language of implicit understanding and
explicit behaviour. Think of any functional family. No
values charter is on the kitchen wall, but everybody
understands the behavioural expectations required of them.
The majority of maintenance discipline is by individuals
wanting to hold themselves to that expectation, the rest is
by the peer group (family) pressure immediately pointing out
as it occurs, (not waiting for an appraisal meeting!) where
the person needs to change/improve.
- The values are defined and expressed in individual
behavioural terms, for everybody in the organisation. It’s
not good enough to publish a list of values and expect
people to work out what it means for them.
- The management overhead is less in values driven
organisations because of this behavioural alignment. More
management time can be spent coaching, leading and thinking,
rather than checking, chasing and cajoling.
To find out how Predaptive can help your organisation, please contact one of our Customer Business Managers on:
T: +44 (0)1789 734333
E: info@predaptive.com
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