Moving Core Values From Platitudes to Attitudes

A Company’s Core Values define what the company is and how it does business.  They also define the individuals who, working together, serve as ambassadors for the brand each and every day.

Core Values are a Company’s essential tenets.  Here are Nordstrom’s:

·         Service to the customer above all else

·         Hard work and individual productivity

·         Never being satisfied

·         Excellence in reputation; being part of something special

From time to time we update the way we describe or speak about our Core Values. We do this not to change the values themselves, but to keep them fresh, relevant, and top of mind for everyone, both internally and externally.

At AbacusLaw we value:

Client:  above all else we put our clients first.

• EXCELLENCE:  We strive for excellence in everything we do.  We have the courage to be excellent and uncompromising.
• ADVOCACY:  We pride ourselves in understanding our clients and advocate to heal their pain points.
• SIMPLICITY:  We strive to simplify everything we do.
• YES:   We are can-do optimists with a positive approach to our client needs.
  
  Adding it all together we make things EASY for our clients.

Unless values become behaviors, you only have a set of platitudes. Unfortunately, these platitudes will ultimately create cynicism when smart people realize that your behavior doesn’t line up with your words.

There are six methods to communicate your values:

1. Live your values. Leading by example is the most powerful communication tool any leader possesses. While values must be taught, they are more often caught as people observe our lives. Like it or not, our behavior is always communicating our values. Therefore, we must be very intentional about how we model those values. We have to “walk the talk.”
   
   
2. Teach your values. Create a structured on-boarding program where you ‘teach’ your Core Values. Try to make it very clear about what you value and what you expect in terms of values-based behavior.
   
   
3. Reward your values. Try to notice when people are living out the core values and affirm them in real time. Establish an annual “Core Values Award.” Once a year all of our employees nominate and vote on the five people who best exemplify our values. Then announce the winners at our Quarterly Team Meeting. You give each one public recognition, a trophy, and a cash prize.
   
   
4. Hire new people based on your values. When considering a new hire,  look for three things: competence, personal character, and a cultural fit. Values are expressed in the last two. You want to hire people who share your values. If the values don’t resonate with the prospective employee, you know they are not going to be a good fit with your culture. It is better to avoid the problem on the front end than have to deal with it on the back end.
   
   
5. Review people based on your values. A section of your annual review process should be dedicated to your core values and how you did living them out. Admittedly, there is a subjective element to this evaluation. However, your goal is not to be scientific; it is to foster an on-going conversation about your values, so you can reinforce what is important.
   
   
6. Let people go based on your values. You can educate people if they don’t have sufficient knowledge. You can train people if they don’t have adequate skills. You can even disciple people if their character is deficient. But you can only do these if you have a willing subject. If someone consistently behaves contrary to your values—even if they are a high achiever—you have to show them the door. Otherwise, it reflects on your credibility and commitment to your values.

In summary, while all these are important, probably the most powerful way we communicate our values is in the decisions we make. People watch these carefully. The more we can connect our everyday decisions to our values, the more we will reinforce them and shape our culture.