§ Why have
organisation values?
§ Are
they relevant?
§ Do
they really have the potential to motivate staff and volunteers?
§ What
should they be?
During that time, I’ve worked in many organisations that
have ‘values’ – those ‘buzz words’ typed on a piece of paper which very few
staff members can recall within a darkened room in the bright glare of a spotlight!
Organisation Values
at the core
Whilst an organisation’s vision and mission statement acts
as a compass for its future direction. I believe (with my visit to Brighton in
mind) that values are akin to the lettering through a stick of rock from the
seaside permeating everything an organisation does. You can feel free to
replace Brighton with Blackpool if that’s your preference!
I realised just how powerful organisational values can be when
(some years ago) I joined the Senior Management Team at Directory of Social
Change – where I learned so much from, probably, the most influential leader I’ve ever worked with – Debra Allcock-Tyler,
their CEO. I carry those lessons with me through my freelance work today!
It was thanks to Debs that I learnt that organisation values don’t have
to be just 'words on a piece of paper' after all – they have the power to
motivate and drive high performance.
Values should inform and become integral to an
organisation‘s policies and procedures, systems and the day-to-day behaviours
of managers, staff and volunteers.
They should permeate everything – just like the
lettering in that stick of seaside rock!
Top Tips
Your organisation values will, of course, be specific and unique to your organisation, its mission and objectives and the image it wants to portray to its beneficiaries and the ‘outside world.’
However, let’s take ‘client-centred’ as an example value - how
could this value permeate an entire organisation so that it lives and breathes
the value?
§ Firstly,
organisation values need to, ideally, be agreed by the entire team for maximum
‘buy-in’ – review them regularly to keep them alive and fresh
§ Decide
upon organisation values that actually reflect the vision, mission and
objectives of your organisation and your ‘brand’ – the image you wish to represent
§ Values
should inform your strategy and annual organisation, team and individual performance goals/targets
§ Individual
and team behaviours should be identified that reflect the values
« As a
team we will remain aware of our clients’ needs and how we can best meet them
« Every
visitor to our building is a client and we will give everyone who visits a friendly
welcome and offer help
« I
will pick up the telephone within 3 rings
« If a
client calls a colleague whilst they are out, we will try to deal with their
issue as best as we can, until our colleague returns
§ These
behaviours, of course, need to be relevant to the individual or team concerned –
the behaviours reflecting this value within the finance team are likely to be
different to those who work in the reception area, which in turn would be
different within the fund-raising team, for example
§ Recruitment
interviews/selection need to focus on the values and include questions that
invite candidates’ understanding of them
For example:
« “In
our charity, we believe in being ‘client-centred’ – if you secured this post of
Press Officer, how would you reflect this value through your work?”
§ Review
your organisation strategies, systems and procedures regularly and evaluate
them against your organisation values:
« The organisation
makes all of its resources available in English only, yet 8% of clients are
from non-English-speaking backgrounds.
t “What
can we do differently to ensure this segment of our client-base feels more
included?”
§ Staff
Briefings should review and discuss values:
« Reviewing
organisation targets against actual performance
t “In
May we received 7 complaints across the whole organisation, our monthly target
is to not exceed 3, so what could we do differently?”
« Team
meetings and goal-setting should examine organisation values and targets for
development.
For example:
t “We
have only responded to client phone calls within 4 rings rather than 3 in the
last month. What could we do differently so that we can reach our target?”
t Solution:
Forward calls to colleagues whilst attending meetings
§ Organisational
values should form a context and benchmark for supervision and support sessions:
« Give
performance feedback based on observation within the context of values and agreed
staff behaviours
For example:
t “I
was really impressed by the way you went the extra mile last week and stayed on
late so that you could deal with that client who was feeling distressed. Well
done – you really reflected our values there.”
« Invite
staff to reflect on their personal performance within the context of agreed
values.
For example:
t “What
have you done this month that reflects our value of being ‘client-centred’?
What could you do differently in the month ahead?”
These are just a few suggestions, of course.
I’m sure you could
potentially add a lot more of your own, so let me know your comments and ideas.
So, to conclude, next time you’re at the seaside and bite into a stick of
rock, think about your organisation values.
Do they really run through everything you do as organisation
and as a manager, team and individual?
Staying Connected
Contact me for further information about how I can help your
organisation ‘live the values’ at mike@mikephillipstraining.co.uk
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