Are we actively embedding corporate values into the workplace?
Along with its vision and mission, corporate values are central to an organisation’s identity. They reflect what the business stands for and provide direction and purpose for everyone who works within it, while setting a standard of expectations for those who engage with it from the outside.
Although keeping corporate values front and centre would seem essential, the sad truth is that many are written and then left to gather dust in a desk drawer. Yes, they may be promoted externally on a website or in marketing, but very little is done to actually embed them into daily operations to the extent that they are actively influencing decision making and behaviour.
Sometimes this is because executives leave it up to chance, viewing values more as abstract concepts rather than practical guides, and never realising it’s a credible action they can take as a leader. Other times it’s because they simply don’t know how.
This “how” is an area that interests me greatly, and I’ve gone to great lengths to answer the question:
How do we embed corporate values into teams so they shape behaviour, decision making and culture, moment to moment?
Embedding corporate values by design
Corporate values will always be abstract concepts unless we intentionally transform them into daily work.
The process we can use to do this has become a valuable component in my leadership workshops, and revolves around a 4-step model:
Step 1: Assessment – Using appropriate assessments and psychometric tools to understand the current state. We want to know: How well do current behaviours align with our corporate values?
Step 2: Determine the gap – Reviewing the results to uncover where teams are falling short and why this may be the case. Where can we find opportunities for improvement?
Step 3: Make a plan – Devising strategies to better embed corporate values into the team, especially where we can see a need for improvement. This could be as simple as removing an outdated practice or as complex as completely reshaping internal communications and reporting procedures.
Step 4: Implement – Leaders are given tools to implement their strategies, and we can provide ongoing coaching during implementation if they wish. The goal is to implement, review and adapt these strategies to achieve optimal results which can then inform similar actions across other teams and ultimately the entire organisation.
Leveraging the right assessment tools
The effectiveness of this 4-step process really comes down to how well we can ascertain values-based behaviours both before and after any strategic changes are implemented.
Using the right assessments is critical, and I’ve come to see the EQ-i 2.0 psychometric tool as especially useful in this context. It’s centred on emotional intelligence (which is fundamental to any modern leadership framework), and aligns with the key leadership behaviours in The Secretaries Charter of Leadership Behaviours for the APS.
It has also been mapped to APS leadership capabilities, and we continue to see first hand its ability to enlighten and empower leaders with the insights they need to create real change in their teams.
The deep integration of corporate values within a team is certainly something we can do – but it’s essential to recognise that it must be done by design. If it’s not, misaligned behaviours can easily become normalised to the point where they no longer reflect the organisation’s intended identity in any shape or form.
If this has happened within your organisation, we would love to help you get back on track.
To discuss how we can guide you on embedding corporate values into team dynamics, email me at kv@kimvella.com.au