The topic of values is gaining more and more attention on a number of levels: organizational, personal, community, societal, political. At an organizational level, the values define what the organization stands for and how it is seen and experienced by customers and other stakeholders (employees, service partners, suppliers and communities). Values act as guiding principles – as a behavioural and decision-making compass. If these values are not embraced and displayed by everybody representing the organization, there is a likelihood that customers will, at best, be confused and at worst, not trust what is being communicated through “official channels.” In today’s super connected, transparent world, the value of values is greater than ever before – workplace culture is at the hub. This article provides an insight into the culture journey of the UK’s leading independent protection insurance adviser, LifeSearch.
We have used stories to pass on information for thousands of years and they remain the most powerful way we know to communicate. Indeed, the power of story is magnified in today’s super-connected, transparent world – the truth gets out fast and can be widely communicated – to millions of people all over the world – in such a short space of time.
Here is a story which illustrates how employees’ “felt experience” every day strongly shapes their perception of an organisation and how the impact compares to official “corporate messaging”. This, in turn, highlights the critical (often underappreciated) role played by facilities management in reinforcing organisation brand and values. What are the implications for the role of Facilities Management and the wider HR agenda?
In the last twelve months, the topic of values has caught the imagination. Putting values at the center of everything your organization does can make all the difference in engaging and motivating employees and customers.
It is a year this October since our book about organizational values, THE 31 PRACTICES, was published and I wonder if you’ve noticed the increasing focus on values all over the world in this time.
In the past few days, Israeli Prime Minister Benjamin Netanyahu criticized the White House’s rebuke of his country’s settlement construction as “against American values”. In UK, earlier in the year, The Mail on Sunday newspaper published an article by David Cameron, UK Prime Minister, about British values and the UK College of Policing published the final version of its new values-based Code of Ethics. Meanwhile in China, the All China Journalists’ Association recently ordered its journalists to learn “Marxist news values”.
The more I practice, the luckier I get. Gary Player
Practice is about applying an idea, belief or method rather than the theories related to it. Practice is also about repeatedly performing an activity to become skilled in it.
The value and benefit of practice is taken for granted for performers at the highest level in fields such as sport, music, and art. Can you imagine teams like the New York Yankees in baseball, Toronto Maple Leafs in ice hockey, Dallas Cowboys in American Football, Manchester United in soccer just turning up on match day? In the arts, would the cast of Cirque du Soleil or the dancers of the Bolshoi Ballet just turn up on the day of the performance? Even the Rolling Stones practice.
Core values are traits or qualities that represent deeply held beliefs. They reflect what is important to us, and what motivates us. In an organization, values define what it stands for and how it is seen and experienced by all stakeholders (customers, employees, service partners, suppliers and communities). In this organizational context, values are moving from a PR exercise to become the guiding compass, not only for progressive, enlightened organizations but for more well established corporates too.