Our Values Influence Our Work
Our Values Influence Our Work
We define a set of values that underpin our vision. These values have a direct influence on the way we operate as an organisation. Our values guide and are made manifest in our behaviours. Our behaviours determine the quality of our relationships, the ethos of our work and the outcomes we create.
In A Nutshell
Our shared purpose marks the end point that our organisation is currently working towards. Our values guide how we approach the day-to-day work of the organisation. Shared values are manifested through behaviours that we see demonstrated widely across the organisation. Values and behaviours mark the journey we are making towards our shared purpose.
Values can be written down very easily. It is much harder to demonstrate that our values are real - that they have a real influence on our behaviours, on how we work, and on the outcomes that result from our work. It is even harder to make the change from a legacy set of values towards a new set of values.
Everyone in the organisation must hold themselves accountable for adhering to the values. Everyone must accept valid feedback when they violate our values. Everyone must take responsibility for changing themselves to align with the organisation’s values. Such change is hard work and takes a considerable amount of time to achieve. It is a process akin to the forming-storming-norming that takes place when a team is reformed or adopts new values for itself.
Initially, then, our values will only inconsistently influence our work. As our values become more ingrained, their influence on our work will grow. Eventually, our values become internalised and exert influence on our work without us having to think consciously about it. When we violate a value, we feel the dissonance and automatically seek to correct its cause.
Levels
Red
Values Have A Consistent Influence On Our Work
Values that support our vision are defined collaboratively across the organisation.
Our values are shared openly across the organisation. In relevant situations they are referenced to reinforce their importance.
Leaders encourage an environment of openness, supporting the giving and receiving of feedback on adherence to our shared values.
When behaviours fail to match the ambition of our values, there is an expectation of openness and change so that our behaviours are better aligned with our vision in the future.
Amber
Values Have An Inconsistent Influence On Our Work
Values to support the organisation's vision are defined centrally for use by the organisation.
The organisation's values are shared across the organisation. They may be referenced inconsistently so their importance is not always reinforced.
Leaders inconsistently encourage an environment of openness. They may not be willing to receive feedback on their own adherence to the organisation's values.
Behaviours do not always match the organisation's values. There is no consistent correction of mal-behaviour so we do not progress towards our vision.
Red
Values Have Little Or No Influence On Our Work
Well defined values may not have been created for the organisation.
Values that have been defined are not shared effectively across the organisation. Their existence is often ignored so that they are in danger of falling into disuse
There is little or no openness about failures to adhere to values. Values may be viewed with scepticism by those in the organisation.
Behaviours frequently fail to match the organisation's values. Consequently, there is no mechanism for making progress towards our vision.