Tools for Transformation: Values Creation Process
PHASE 3: Implementing new (or renewed) Values in a way that builds alignment and commitment
Set the context.
Values take on life and gain real traction in any culture only when each individual feels a personal stake in their success. While people’s “attitudes” about the Values may not be easily deciphered, their behaviors can easily be assessed against the meaning and intention of those Values.
One of the key disciplines for embedding Values in any culture involves actively noticing the “Values content” of people’s words and actions – and being willing to provide clear feedback on what you notice that supports the intent of our shared Values, as well as those that seem contrary to the spirit of those Values.
Only when team members, regardless of level or position in the organization, hold themselves and each other accountable for at least striving to demonstrate the shared Values in a conscious and consistent manner will those Values begin to infuse the culture. Only then will they begin to shape and inform the quality of interactions among team members and (perhaps more importantly) the quality of others’ experience of our team/organization/community.
Process.
A) Personal Values Alignment: 15 min. Step 1 Review/Overview of Core Values.
Step 1 : Review/Overview of Core Values
︎Implications of aligning to and living the Organization’s Values
Step 2 : Direct participants to reflect individually and then discuss their reflections with a partner.
︎How do your personal Values line up with these “shared” Values?
︎Maybe some are the exact same words, maybe some are not but are they close enough for you to see how this is a place for you to work in integrity with yourself?
Step 3 : Ask for a few volunteers from the large group to share:
︎How their Values sync up
︎What take-aways they have
B) Assessing the Current State (Handout): 10 min.
SAY:
︎Values are aspirational… none of us can actually live each and every value 100% of the time.
︎ We may even find that we are more inclined toward some Values over others – or that some come more naturally or easily for us than others. It’s not about “good” or “bad”… just what is.
︎ The key is: To really notice current reality so that we have a solid basis from which to improve over time.
︎ Take a moment in to complete the “Current State” assessment handout:
︎On a scale of 1 (not living the value very much) to 10 (living the value fully), rate your experience of the degree to which this value is found in this (team’s/organization’s/community’s) current culture.
︎ Notice which you have rated the highest and which you have rated the lowest.
︎ Consider: What can you do personally to help shift the lower rated Values to a higher level of demonstration?
︎ What obstacles will you need to overcome?
︎ What commitments are you willing to make – to yourself? To others?
C) Creating Shared Awareness/Agreement Around Living the Values: 40 min.
PREP:
Have the identified Values written on flip chart pages around the room, one to each flip chart page. Make a T-chart with the name of the value across the top, and ‘less of’ on the left side of the T and ‘more of’ on the right side of the T.
Have the group count off by the number of Values (should be 4-6) and have the groups go to the Value chart with their corresponding number on it.
NOTE: For this process, make it clear that each group is assigned to focus only on the Value written on their own flip chart.
Step 1 : Facilitate Small Group Work
SAY:
︎Each group needs a recorder and timekeeper.
Your task over the next fifteen minutes is to brainstorm the specific Values-based behaviors (actions people can take) that you would like to see more of if we are to truly live this value. Be as specific as you can be.
Take an example or two and work the example to make them as specific as possible.
︎Poor example: “Better communication”
︎Better example: “Timely and honest feedback on performance goals”
Your task is to also brainstorm the specific behaviors that you would like to see less of if we are to truly live this value. Again, be as specific as you can be.
Take a couple examples from the group and help to make them specific.
︎Poor example: “Disrespect”
︎Better example: “Stop the hallway gossip behind people’s backs”
Demonstrate: (Using model flip chart):
︎You will capture the “More Ofs” on the right side of the chart (WRITE “More Of” on top right).
︎ Capture the “Less Ofs” on the left side of the chart (WRITE “Less Of” on top left).
Interrupt the discussions after 10 minutes:
SAY:
︎What I’d like you to do next is narrow your list to Top 3 “More Ofs” and “Less Ofs” that would make the biggest difference. Be prepared to report out after your group’s Top 3 from each column in 10 minutes. Allow 10 more minutes.
Step 2 : Facilitate Small Group Report Outs and Dialogue: 10-15 min.
Encourage people to be clear and succinct: SAY: “Just read the Top 3 from your chart. There is no need to elaborate.”
OPTIONAL: Facilitate a brief large-group dialogue about the findings as well as any ideas and insights they may trigger for participants.
SAY:
︎What difference would it make in our organization if each of us committed to doing “More Of” or “Less Of” the behaviors that are on these lists? (Take responses from the group.)
︎ What is the personal benefit to you of living these Values on a day-to-day basis?
︎ Write down your thoughts as to what you personally can do to enhance your contribution and impact through more Values-driven behavior.
D) Linking Values to Results: 60 min.
Step 1 : Introduce Activity
As we have seen, in order for Values to be real, we have to take Values out of being mere statements and develop them into descriptions of behavior.
We also need to learn how to hold each other accountable to them by creating clear expectations and aligning them to hiring practices, performance reviews, skills training, and other organizational systems.
People need to see that Values are more than just the right thing to do or just a nice thing to do – Values drive our behavior and our behavior drives our actions, which create our results.
Organizations declare themselves to be Values-driven because it makes good sense.
In order for Values to be strategic they must link to the organizational results we are responsible for achieving and the work we do every day.
What we want to establish is a “clear line of sight” for every employee, between each Value and the measures we are responsible for meeting every day.
Organizations that are Values driven set a high level of expectation around attracting high quality performers with Values-based behavior.
Values are a constant and can insure increased productivity and quality during times of change.
Step 2 : Walk through a Sample Activity Output
Walk through an example with the group, using a demo flip chart that has one of the agreed upon behavioral descriptors (see sample demo chart following the activity instructions).
︎The value is “Teamwork” and behavior is “Think and act beyond organizational boundaries.”
︎ An action supporting that behavior might be collaborating with other organizations in the sector to better meet the overall needs of our constituency.
︎ How might we measure this? We could look at how many more members are getting served.
︎ How do we measure this against our performance measures? We could look at increased member satisfaction.
︎ Take another example from the group and process it with them, helping to clarify the exercise they will be doing. Be sure that each behavior is specific.
ASK:
︎Is there anyone who is unclear about how we made these connections? It is important to ask now, because we are going to move into small groups so that each of you has an opportunity to see how this links directly to the work you are doing.
SAY:
︎ For most of us this will be the first time we attempt to link Values to our organizational metrics, so chances are you may find this challenging. If you struggle, raise your hand and ask for help. Consider this practice for a new way of looking at results. The real impact is when you take this practice and apply it back on the job.
Step 3 : Direct people to link Values to Behaviors
Ask participants to go back to the same Value they were working on before.
Depending on the size of the groups, split them into smaller groups and have them work more than one of the behaviors.
SAY:
︎Each group needs a recorder and timekeeper.
︎ For your behavior, as a group, come up with one example. Put this example on a flip chart using the format on the demo chart. Be prepared to share your example with the big group if selected. o The key is to be as specific as you can be.
︎ Take fifteen minutes to develop one example.
Step 4 : Facilitate Report Outs
Who thinks they have a compelling example?
The criteria for “compelling” are: the example clearly demonstrates how the behavior impacts one of our organizational metrics AND it can be simply explained to anyone in the organization.
We’re going to take one example per Value so we get an idea of how Values drive results.
Who would like to go first?
E) Holding Ourselves /One Another Accountable for the Values (Handout): 15 min.
Step 1 : Explain Accountability.
SAY:
︎The “real world” is one of complexity, change, and action. In the midst of this reality, we are challenged to make choices and decisions based on what we believe will reflect our Values in action. This is seldom quite as easy as we’d like.
︎ The fact remains, however, that Values will make a difference in our (team/organization/community) only when they begin to make a difference in ourselves.
︎ How do we hold each other accountable to the Values?
︎ Both producing the results and HOW we produce the results have to have equal weight AND the playing field must be level – positional power does not get to take a pass.
︎ There is a simple grid that helps organizational leaders to understand and communicate a rationale for personnel decisions designed to promote the strategic alignment of business results with Values-driven behavior (see handouts that follow instructions).
︎ It holds insights that are of value to anyone who is interested in seeing Values successfully embedded and sustained in any culture.
︎OPTIONAL: Have the “Performance/Values Grid” illustrated on a flip chart or simply refer to handouts.
Step 2 : Explain Key Elements of Performance/Values Grid
Those who neither produce results nor live the Values are clearly out of alignment with the organization and should be transitioned out.
Those whose behavior supports only one axis of organizational performance (and not the other) should be coached to improve in the weaker dimension; over time, if coaching fails, removal must be a consequence.
Long term, it is critical that even those who continue to produce results while failing to live the Values be held fully accountable for development; if coaching fails, follow-through on the consequence is essential.
The cultural “shift” of transformation becomes a reality when leaders demonstrate their willingness to make the hard choices required to remove high-results/low-Values performers.
In this matrix, there are some easy calls to make: o “Get results and live the Values” = “Stars” (These people are rewarded very well.) o “No results and no Values” = “Gone.”
What about individuals living the Values, but not getting the results? Options:
︎Coaching/training: help this person to get better results.
︎ Reposition: try to find another role in the organization better suited to their talents.
Depending on factors like their motivation, length of time at the organization, and assessment of their potential for improvement, we can choose varying lengths of time to test for progress in the person’s ability to generate results.
What about the individuals who get incredible results, but are a walking violation of the Values? “Gone!” Not the next day, but after being given opportunity, coaching, and training, there comes a point when they have to be let go. Failure to do so undermines the integrity of the organizational values.
The process is not tidy, it needs a lot of dialogue, communication, shared understanding, moving to how to hold people accountable; however, it has great payoffs in better results, more productive people, better alliances, etc.
We know you can count on a lot of change, and in Organizational Change processes one of the few things you need to be able to count on is your Values not changing.
Step 3 : Debrief and Close: 10 min.
What are the challenges of implementing Values in the workplace?
What are the benefits?
What needs to shift in our hearts and minds/ behaviors/ systems to fully implement our Values?
Reflect back on the session, summarize, communicate next steps, and close as appropriate.
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