How to put Values into action
We regularly discuss the concept of corporate values with our clients, words like integrity, respect, innovation, and teamwork. But what do they mean in reality? Do these values really inform how an organisation behaves, or are they simply an example of virtue signalling and promotional content for the marketing team? Our consistent message to the organisations we work with is that values can only be meaningful if they are backed up by consistent, demonstrable behaviours. Without action, they risk becoming empty words, losing credibility and impact, and not supporting the organisational culture in the way that they should.
Actions speak louder than words
As an example, a company might say it values “customer-first service.” But if customers struggle to reach the helpline, complaints go unresolved, or policies favour profits over people, that value is just a meaningless slogan. A company that genuinely puts customers first will demonstrate this through responsive support, clear policies, and a willingness to listen to their customers and go the extra mile.
How can an organisation effectively identify demonstrable behaviours that align with their values and that are understood by everyone?
Define values clearly – before identifying behaviours, an organisation must ensure its values are clearly defined and meaningful. For example, instead of just saying “We value integrity,” the organisation defines it more precisely: “We act honestly, take responsibility for our actions, and ensure transparency in all financial dealings.”
Engage Employees in the Process – encourage employees to be involved in the process – ask for their opinions in surveys, focus groups, and discussions, and give them the opportunity to share how they see values play out in real scenarios. For example, ask them ‘what does integrity look like in your day-to-day work?’ or ask them for examples of when integrity was or wasn’t demonstrated well.
Identify Specific Behaviours – for each value, go through a process to define behaviours that embody it. In our integrity example, an organisation might come up with the following behaviours:
- Honesty in Reporting – Employees ensure financial reports are accurate, even if errors need to be acknowledged.
- Accountability – If a mistake is made, employees own up to it rather than shifting blame.
- Transparency with clients – Employees disclose all fees and risks associated with financial products instead of hiding details that may be deemed ‘unfavourable’.
Observe current practices – are there best practice examples already on show in the organisation that can be used to emphasise these ideal behaviours?
Align policies and practices – ensure company policies, performance evaluations, and rewards reinforce the identified behaviours. For example, performance reviews could be adjusted to reward transparency instead of just sales targets.
Train and reinforce – recognise and reward employees who demonstrate the behaviours so as to reinforce their importance. For example, managers lead by example by admitting mistakes, or an employee spots a reporting error and proactively corrects it and is rewarded for doing so.
When values are aligned to behaviours that everyone agrees with, and these are regularly reinforced through day-to-day practices, we see time and time again that they come to life.
In the words of author and thought-leader Simon Mainwaring, “Define what your brand stands for, its core values and tone of voice, and then communicate consistently in those terms”
Not sure where to start? Contact us to learn more about the ICC Cultural Analysis.
