From that level of individual influence, shared assumptions are then forged in groups. It is these shared assumptions that direct behaviors which either support or frustrate specific, desired business outcomes.
Core Values are those that an organization deems as non-negotiable. They may include societal attributes such as trust, honesty, fairness, ethicality, responsiveness, and truthfulness or they may include operational attributes such as quality, transparency, communicability, fiscal responsibility, innovation, safety, and leadership. Aspirational Values are those attributes that are strived for but difficult to obtain. They may include the very same societal and operational attributes just mentioned. Aspirational values are what the organizations wants to embrace in the future and they prove tricky as they carry less personal influence than core Values; what people aspire to be may have little to do with who they really are!
The central requirements surrounding a declaration of Values:
- Behavior modeling – An organization must reflect the Values they espouse in visually identifiable behaviors. If candor and honesty are core or aspirational values, then leadership must model those behaviors consistently.
- Aligned rewards – Behaviors that are not rewarded are behaviors that soon disappear. While most core Values arise from the personal integrity of individuals and are intrinsic in nature, acknowledging and rewarding those behaviors are instrumental in fostering the growth and expansion of them. Organizations that support positive behaviors with meaningful (and timely) rewards are well on their way to solidifying their Value statements; an effort that will enable individuals to make positive and effective business decisions.
- Realistic reflections – People will always reconcile the differences between actual behavior and expected behavior by creating a context that reflects what worked for them in the past. They merge past experience outcomes with some imagined version of what’s expected of them in the future. The further that future state is from behavioral reality, and the less behavior modeling they have to inform that mental image, the less likely they are to achieve the intended Value outcome. Make certain that core and aspirational Values are within your organizational makeup; you’ve behaved to model it, you’re strategically hired for it, and all of those attributes are now believable, achievable, and repeatable.
Values are the basis for the Mission, which is in turn the launch point for the Vision. Modeled and rewarded behavior is the key to outward, continued success.