True values are a choice.

Being in the business of understanding and defining the cultures that drive organizations, I always take particular interest in what companies state as their “core values”.

I know organizations spend a considerable amount of time defining and articulating values that they hold true. In fact, it’s not rare to hear that a company has spent 12 months or more working through these values, often following long retreats or creative working sessions. Company leaders emerge with a list of words or phrases that are intended to anchor the culture of the organization and inspire their teams. Words like Service, Integrity and Quality flow forth. The marketing department gets excited while the rest of the company reads the list–and goes back to work.

And for the most part, the values are true. In fact, why wouldn’t they be?

Repeatedly going through this process I have come to realize that there are some universal truths in almost any organization. These truths can feel powerful in light of the chaos that we typically experience. But as statements of purpose—the very definition of the organization’s culture—there are some values that are essentially the basis of normal business practices.

Consider the following and very familiar list of corporate values; Integrity / Honesty; Service; Innovation; People; Quality.

On the surface, these values are important. It is only in our jaded and critical mindset that we can hear these as values and assume that they offer any differentiation. But when we look deeper we realize just how hollow these values are at accurately defining a culture.

Hollow not because they aren’t important or lack authenticity; they are hollow because they should be assumed. These values aren’t really a choice. There is no realistic alternative. By simply existing one would expect any organization to have such values, and a contrary position would be unacceptable, or worse; illegal. To make my point, consider values that contradict these;

Integrity / Honesty = Dishonesty. No business would ever claim that dishonesty is a value that they hold dear. Service = Disconnection. No business could ever succeed if it aspired to ignore its customers. Innovation = Stale. No business would ever claim to not look for new products, standards or opportunities. People = No Conscience. No business could succeed if it claimed to treat its employees with the ruthlessness of a machine. Quality = Inconsistency. No business would ever claim that a shoddy product is their goal.

We quickly realize that EVERY organization holds a set of values that are simply part of operating a business. Or being a not for profit, or a social cause, or a service agency, etc… Imagine what would happen if a company said that honesty wasn’t one of its values? Seriously—think about it.

For a stated value to have any real meaning to an organization, it must have an alternative that would be equally valued for someone else.

Stated values are what the company has put forward as the most important characteristics of the organization. They define the culture and the expectations of leadership. Companies put core value out front for employees and customers to share and understand.

So what else can we define? Where can we make choices that will define us? Social values; Political values; Environmental values; Financial values; Cultural values. What are the benchmarks for success and appropriate behaviour in your organization? These values are the ones that people get excited about.

I call these values Drivers, and they are powerful.

Why are they so powerful? Well, first of all they are a choice. Drivers convey a particular attitude that allows—or rather encourages—your company to remain distinct and competitive. Secondly, they generally have an equally valuable contradiction. This contradiction is what allows people to truly understand and align themselves with the brand. And finally—and most importantly—these values are the behaviours that your organization will demonstrate when the going gets tough. When put to the test, your true drivers are your instincts, and you will always live up to these expectations.

Consider a personal example. One of my core values is Laughter. I am lucky enough to work in a creative field that gets away with exploring absurdity at times, and a healthy dose of laughter is not only good, I believe it actually makes the work better. I take my client’s challenges very seriously, but we can share a laugh and still get great work done.

I have met potential clients who aren’t as impressed with life’s quirkiness. They view the nuances of business a little more seriously than I feel comfortable with, and we don’t connect. Frankly, I am okay with that, because I choose not to work with someone who won’t take a moment to laugh. It’s their choice, and plenty of businesses survive without a daily giggle. However, for me it’s not a good project. And it’s not worth it.

Values without valid contradictions have no merit.

So what are your Drivers? What gets you out of bed everyday and what is it that pulls all of your team together? What is it about your organization that truly aligns your stakeholders? I challenge you to examine the values you have defined against the question of options.

Be comfortable in the common values every company shares, but challenge yourself (and your team) to uncover and articulate a deeper motivation. Be proud of your choices, and never compromise.