Our organization is going to hire people as it grows. These new people will likely be very skilled and talented, and shortly they will become an integral part of our team. They’re given responsibility, and they make tough decisions that help our business. Some of these decisions have deep implications on the future success of our organization.
The decisions every one of our employees make reflect the values of our organization. No exceptions. When the organization is just beginning, it’s easy to push the task of ‘defining core values’ off to the side as a time-consuming and irrelevant exercise. After all, we probably feel pretty strongly connected to these people in the excited glow of a start-up. We’re probably confident that we’re all on the same page, values-wise, when it comes to making tough decisions. Taking the time to define core values—behaviours that will drive our competitive advantage—feels like a bit of a fluffy exercise when there is real work to be done.
And we all know that a corporate retreat to define (or redefine) an organization’s Core Values is also very common. Everyone does these retreats, we observe, so obviously it’s okay to wait until we really need to define this one detail. Maybe in a few months; possibly next year. It won’t hurt, really.
If we wait until we feel the strategic need to define our values, it is too late.
If we wait until our team is 10, 30 or 80 people before we take the time to define our values—the behaviours that drive the culture of our organization—we may discover that some of those awesome staff don’t quite fit. In fact, it’s probably now an issue because there is a conflict, and now we feel the pressure of dysfunction. So now we have a very tough choice; define broad reaching values that have no impact, keep everyone employed and regularly compromise on our stated values, or fire those who don’t fit.
Broad reaching values are effectively ignored. Values so wide-reaching in scope or obvious in intent that any action can be manipulated to fit are uninspiring and weak. Be clear on this: if our values don’t stand for something compelling, our brand is simply irrelevant.
Compromising on our stated values is ill-advised. Values define the culture of the organization, and our culture is how we attract and retain top talent; it’s is how people choose our brand over our competitor. If we only refer to our values when it suits us—if we only stand for something when it’s easy and popular but cave when the going gets tough—then people question our integrity and our commitment to our vision.
Telling an employee that they no longer fit the culture of the organization is tough. Terminating them as a result is tougher (and potentially illegal). But if their natural instincts—remember, core values are non-negotiable behaviours and our default actions when things get tough—conflict with what we promise to customers—all stakeholders, in fact—we are simply weakening our brand, and any value it adds to our organization, if we keep them employed.
If we decide that generosity is important and a value for our culture, we are going to need to be sure the rock-star accountant who approves and holds us to our budgets agrees. We need everyone on board to connect the dots between philanthropy and profitability.
If we believe that an open-door policy is the best way to create trust between leaders and their teams, we need to ensure every leader respects this style, and thrives within it.
If we believe in a healthy work-life balance, we need to plan accordingly and respect choices even when deadlines loom, timelines collide and schedules don’t quite overlap.
Our culture is the pool of values shared, embraced, accepted and rewarded among all of our team. Our culture is how values show up and support the goals and vision of the organization. Strong brands hire and retain people based on well defined and authentic values, and those values actively and subconsciously permeate all aspects of the brand.
Strong brands defined their core values at the very beginning.