What comes to mind when you hear the word "values" in an organizational alignment discussion?
Depending upon your perspective, you may be thinking: core values, professional values, or personal values. These values closely correspond with the strategy, leadership, and cultural elements of organizational alignment. When aligning strategy and culture, is it important to consider the integration of the values and not just how the different value types play out individually. Regardless of your perspective, reaching common or shared values determines the level of alignment that can be achieved for an organization. The greater the alignment, the greater the ability for growth and success.
Values Persona
Core values form the character of the organization: how it acts, how it treats others, and what sets it apart from other organizations. Professional values form the personality of leaders: attitude, approach, and how accountability is handled. Personal values determine the engagement level of employees based on their cultural beliefs and behaviors. Now that we understand what makes up the individual values, we can move on to developing an interconnected relationship.
The Values Connection
Aligning values at all levels of a company is foundational for achieving a high level of organizational alignment. Begin this process from the bottom up. Start with personal values and attempt to make a connection with organizational core values. Identify a set of shared values; then grow and develop that connection. Actively creating ways for employees to put core values into practice enhances the relationship and alignment of values. Bringing it all together in a cohesive and integrated way is the responsibility of leadership and their professional values will determine the intensity of the relationship.
Viewpoint
Throughout my career, I have had many conversations that relate to values in an organization. In time, I realized “values” was often used in a generic sense. While sitting in a breakfast meeting, I was reviewing an organizational alignment diagram with the word “Values” displayed within a block on the figure. A lengthy conversation ensued about the perspective associated with Values on the diagram. If it pertained to core values, should it not relate to strategy. If it related to personal values, should it not be considered part of the culture. Consequently, I find it helpful to first clarify whether the word “values” is being used in a generic form or from a specific standpoint.
So, the next time you having a conversation about organizational values, ask yourself if everyone in the room has the same perspective!
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