The primary purpose of values in any organization is to create the framework for how people engage with each other, the people they serve, and other stakeholders. Lived values are valuable marketing tools because the culture built with them delivers on its promises. Values written as mere marketing tools don’t. They’re just “pretty words.”
What is the difference between real values and pretty words? Applicability. The difference becomes clear when there is a problem to be addressed.
Clients occasionally come to me with concerns about specific colleagues who report to them. I ask them to list their organization’s values and rate the colleague from 1 (terrible) to 5 (extraordinary) on their values. (Most of my clients have values that align with integrity, respect and teamwork.) In all cases, they are able to rate the actions of the person whose work is concerning. When they rate someone lower than a 3, we talk about specific examples. It can’t be “just a feeling”: when you have a gut reaction, there are specific instances that demonstrate how this person doesn’t align with what is expected.
The only deal-breaker is the rating on integrity (or trust): If the rating is below a 3 and the manager shares specific, clear examples that illustrate how the individual didn’t act with integrity or why they aren’t trusted, the conversation changes. Without trust, without integrity, how can this person stay in the organization? You can’t coach integrity.
When integrity (or its complement) is 3 or higher, the conversation around the examples with the other values of less than 3 ratings is focused on next steps. In these instances, a manager can use the specific examples and the values to coach, redirect or adjust approaches to help their direct report be more effective in their work.
You can see how it works for yourself. Your organization’s values don’t have to be identical to these three. My clients’ values vary (wisdom, trust, relationships, acceptance, compassion, accountability, responsibility, kindness – are among ones from my clients) but they all work. Values are the foundation of a healthy culture and, as such, can be used to provide helpful feedback, positive and constructive.
On the other hand, how would you do an assessment using the following values (found online from random companies): “entrepreneurial drive”? “act with boldness”? “Have Backbone; Disagree and Commit?” They all have a nice ring to them but fall apart in practical application when there is a problem to solve.
A word of caution: Destructive, toxic managers can use values as weapons and gaslighting tools. It is easy to spot the bad apples because no one speaks up when they are around. To find out if the manager is the problem, flip the approach: Have people rate the supervisor or manager on the organization’s values anonymously to determine whether trust is low. If the ratings are solid – at least a 3 or higher, the manager can solicit feedback from their team. If the ratings are poor, you have your work cut out for you – and you better act fast.
