The Value Of Talking About Values

by Bill Collier

Values are personal, right? What do they have to do with business? Everything!

A discussion about values isn’t “touchy-feely.” Core values are as hard-nosed as cost reduction. Discussing them is just a way to make sure everyone on the team knows what is important.

As the owner, you can – and should – shape your company’s culture. You can let it happen, or you can make it happen.

So, what makes up a culture? All sorts of things. Fun versus serious. Honest versus dishonest. Friendly versus confrontational. Follow-through versus let-it-slide. All this and much more is the stuff of company culture.

A big part of a business’s culture centers on its values. You may not care whether your employees eat at the desk or go out for lunch, but you darn sure better care whether they are being honest with your customers.

My recommendation: Determine what principles are important to you and then inject them into the workplace.

If you don’t spell out what’s important, then the implication is that either nothing is important or everything is important – trouble either way.
Here’s an example: Gary is the new person in sales. He was put in place with no orientation on what’s important to the company. He brought some bad habits, including breaking promises to customers. His manager doesn’t find out until an upset customer calls him.

But Sue works at a company where breaking promises to customers is unacceptable. The owners and managers “walk the talk,” setting the example for others. It’s discussed in meetings and in new-employee orientations. It’s used in performance reviews and job descriptions. Do you think Sue shares Gary’s slipshod attitude toward commitments to customers?

This is the difference between ignoring what’s important and building a values-based culture on purpose.

Adopting a set of values is not about picking a laundry list of lofty goals that nobody can live up to. Instead, a company can identify the principles its people are passionate about and can adopt without hesitation.

What values to pick then? Each company must answer that question for itself. The answer may be found in things like the founder’s personal values and vision for the company.

Whatever values are chosen – and a handful is plenty – the company needs to really work at making them second nature for all employees. This doesn’t happen overnight. About the time you think your staff is getting tired of hearing a message, that’s about the time it’s just starting to catch on.

Here is perhaps the best sign that it’s working: Your employees start enforcing the culture. When you hear one of them tell another, “That’s not how we do things around here,” you’ll know your work is paying off.

Adopting and living up to a set of guiding values can literally transform your business. Don’t assume your people know what’s important. Tell them. It’s hard work and a long process, but it will eventually have a positive impact on your company.

Bill Collier is the St. Louis-area head coach for The Great Game of Business. He works with organizations that want to improve financial results, engage their employees and create a winning culture. Bill can be reached at 314-221-8558, GGOBSTL.com or bill@collierbiz.com.