Core Values

A few years ago, Jim Collins and Jerry Porras wrote a book called Built to Last. The book is a comparative analysis between companies that compete in the same markets and have similar beginnings, and shows why some are wildly successful and the others are not. The premise is this: companies which focus on developing a set of core values and a distinct mission are able to outpace their competitors and will end up far ahead of the rest.

This leadership model became a fast-growing issue in the field of organizational development. So the race was on. Companies flocked to corporate retreat centers to develop their own sets of core values. This concept of value initiatives has become a hallmark of well-intentioned organizations who try to duplicate the patterns of success in legendary corporations, and for the most part it works.

But here's the danger when a company sets out to implement this model. When you clarify your core values as an organization you are saying, "These are our beliefs and we will never deviate from these values. They are at the top of our hierarchy of actions. Everything we do will be congruent with these values." Few companies are willing to make this sort of statement because of our own mortal need for self preservation. But this important concept of committing to the core set of your premises is what Abraham Maslow called self-actualization in his hierarchy of needs. It is the same reason why our grandfathers invaded Normandy against a phalanx of bullets and the same reason why Rosa Parks didn't give up her bus seat. When we believe in a set of core values so much that we are willing to risk our own self preservation to achieve them, then we are congruent in our actions and are free to perform at our peak levels. It's a tall order for most organizations but the potential to live this way exists within each one of us.

There are three pitfalls that a company must avoid in identifying and clarifying core values.

1) You could be setting yourself up for failure as an organization. In fact, if you and your management team clarify your core values and make them part of your culture, then you risk losing credibility and trust among your employees if you are not congruent in following them. For example, if an employee sees a senior level executive ridiculing a direct report in a meeting, and one of the core values of the company is respect, then the leadership team loses trust with that employee and all the others who hear about the incident. And remember that bad news travels faster than good news.

2) When organizations set out to develop their core values and miss the mark, their intention is not so much misguided as misunderstood. They might list values that they would like to have but are not the driving force of their premises, values that are more aspirational than core. The core values are those premises that govern all aspects of the company.

3) This is not an initiative that can be delegated to human resources with no further thought from the top. This issue is so critical that it must become a core competency of the CEO and his or her direct reports. The clarification of core values should not be an event used to generate a feel-good sense about following a day-long exercise. "Hey, look at us. We clarified our core values. Now get back to work." Instead, it must come from the founder, the leadership team, the employees with a significant stake and tenure in the company, and the real contributors. It is more a process of discovery than a single discussion.

Initiate a dialogue with your colleagues about the driving premises which govern your company's behavior, and watch how the congruence of that behavior swells in the hearts, the minds, and the performance of your team.

Scott Love shows managers and sales people how to manage their risk and win the game of business. He is a professional speaker and can be reached at 828-225-7700 or on his website at www.nolimitachievement.com