Developing internal values

I too have seen many such well-intentioned projects like this stumble and fall, very often because of two (un-)complimentary factors: lack of clarity, and lack of commitment.

The starting point has to be the first page of the "How to lead" handbook: The line that says: "Where are we? Where do we want to be? ...and: "How do we get there?"

Where are we can be anything from: "Wandering in the wilderness" to: "On the edge of a precipice wearing a blindfold", but all can be summed up as: "Where we don't want to be."

As has already been said; the starting point has to be to achieve Senior Management Clarity of what the business's strategic objectives are, and their commitment to those objectives..... and vague "Mission statements" that nobody really believes or relates to (at any level) are not the answers needed, which should instead review not just product and purpose, but the value the company really puts on its people and its objectives toward them also: Is it committed to their job-satisfaction and engagement? Sharing with them an interest in the company's well-being? Or is it committed to maximum ROI for shareholders and minimal "on-cost" of employment, even if the price is high staff turnover and fractious ER?

That gives you the where the company (thinks it) wants to be, and the SMT view of how it sees getting there. (although objectives can develop and change over time and with market changes, of course).

Those factors then give you a platform for meaningfully approaching your people for their opinions and ideas of where they see themselves in relation to the business and what are now its stated objectives, given also the "corridor" of SMT intentions on acceptable means of getting there: So you can now ask meaningful questions related to both their priorities and the company's and (where necessary) explain why greater flexibilities or benefits are not possible (or what beneficial advantages are!).

The objective of the exercise being to establish shared interests: People wanting the company to perform well because it serves their benefit also; not just in financial terms of wages and bonus but also through pleasure and pride in their work, their team, and being part of the corporate "image"; cared for and valued as people; not just functioning clock-numbers.

For example (and, with respect), if someone asks me to sum anything up in four words (or less) I switch off on principle!

If someone wants my opinion or advice I am happy to give it (as colleagues may have noticed on these pages), albeit possibly briefly (sometimes; honest), but if all they are giving in return is enough attention to read four words... for collation with everyone else's four words... then how much are they telling me they really value what I have to say?

You need to know what people really think; how they really feel about the company and their roles in it: Not just the collective mean of satisfaction/dissatisfaction (etc. etc. etc. from which four (uncensored) words are used most).

When you have what people think about the "where" and the potential "how", then you can put together the points that agree, start to resolve the areas of conflicting interest, and eventually arrive at a meaningful.... Shared.... set of objectives, priorities, and a path to achieving them.

Without that simple and progressive structure, all the questionnaires, high ideals and succinctly summarised mission statements in the world will fall flat on their faces, and worse, could do more harm than good by promising what there had been no underlying, honest, will (or ability) to deliver. (From one side or the other).

Each step is simple, but the variables complex. Tread carefully but positively and you will get there.

P

I too have seen many such well-intentioned projects like this stumble and fall, very often because of two (un-)complimentary factors: lack of clarity, and lack of commitment.

The starting point has to be the first page of the "How to lead" handbook: The line that says: "Where are we? Where do we want to be? ...and: "How do we get there?"

Where are we can be anything from: "Wandering in the wilderness" to: "On the edge of a precipice wearing a blindfold", but all can be summed up as: "Where we don't want to be."

As has already been said; the starting point has to be to achieve Senior Management Clarity of what the business's strategic objectives are, and their commitment to those objectives..... and vague "Mission statements" that nobody really believes or relates to (at any level) are not the answers needed, which should instead review not just product and purpose, but the value the company really puts on its people and its objectives toward them also: Is it committed to their job-satisfaction and engagement? Sharing with them an interest in the company's well-being? Or is it committed to maximum ROI for shareholders and minimal "on-cost" of employment, even if the price is high staff turnover and fractious ER?

That gives you the where the company (thinks it) wants to be, and the SMT view of how it sees getting there. (although objectives can develop and change over time and with market changes, of course).

Those factors then give you a platform for meaningfully approaching your people for their opinions and ideas of where they see themselves in relation to the business and what are now its stated objectives, given also the "corridor" of SMT intentions on acceptable means of getting there: So you can now ask meaningful questions related to both their priorities and the company's and (where necessary) explain why greater flexibilities or benefits are not possible (or what beneficial advantages are!).

The objective of the exercise being to establish shared interests: People wanting the company to perform well because it serves their benefit also; not just in financial terms of wages and bonus but also through pleasure and pride in their work, their team, and being part of the corporate "image"; cared for and valued as people; not just functioning clock-numbers.

For example (and, with respect), if someone asks me to sum anything up in four words (or less) I switch off on principle!

If someone wants my opinion or advice I am happy to give it (as colleagues may have noticed on these pages), albeit possibly briefly (sometimes; honest), but if all they are giving in return is enough attention to read four words... for collation with everyone else's four words... then how much are they telling me they really value what I have to say?

You need to know what people really think; how they really feel about the company and their roles in it: Not just the collective mean of satisfaction/dissatisfaction (etc. etc. etc. from which four (uncensored) words are used most).

When you have what people think about the "where" and the potential "how", then you can put together the points that agree, start to resolve the areas of conflicting interest, and eventually arrive at a meaningful.... Shared.... set of objectives, priorities, and a path to achieving them.

Without that simple and progressive structure, all the questionnaires, high ideals and succinctly summarised mission statements in the world will fall flat on their faces, and worse, could do more harm than good by promising what there had been no underlying, honest, will (or ability) to deliver. (From one side or the other).

Each step is simple, but the variables complex. Tread carefully but positively and you will get there.

P