Most organizations, while put their organizational values and behaviors into statements, don’t actually incorporate them in everyday interactions, operations, and processes. Thereby failing to convert the written into an actively demonstrated aspect of their employee population.
And that becomes the root of many severe issues at the organization.
As your organization grows in size, it becomes increasingly important for you to create and sustain a cohesive work environment. One with a singular value system driving positive interactions, consistent performance, and united behavior.
Having drastic differences in a workplace with misaligned values and contradictory beliefs can lead to detachment with the work, lower motivation, and lack of camaraderie. Which eventually results in reduced performance and an increase in attrition rates. Making it crucial to reinforce the values of your organization and effectively translate them into efficient and effective team behavior.
Consider some of these situations:
- Someone takes credit for your great idea.
- Someone asks you to stay back at work but you have personal obligations.
- You have to give bad feedback to someone you’re close with.
- You need to escalate a serious issue.
The above are just a few examples of things that can happen to anyone at work. And while these may look straightforward to some, to the majority, they are far more difficult and stressful to handle. As a result, without a commonly accepted and showcased value system to guide their behavior, many people end up evading the main issue, sugarcoating it, or sweeping it under the rug. Over time, this behavior dilutes the efficiency and effectiveness of their role and impacts the culture of the organization.
But successful organizations who are able to sustain their growth for long periods have one thing in common. Their values are aligned with their employees as well as their business strategy. In addition, their employees feel at home and become true advocates of the organization as the values are articulated and managed well from the start.
To make this happen, keep in mind the following:
- Leaders and managers are the main catalysts in an organization. And when they do things right, so will their employees.
- Everyone wasn’t around at the time the organizational values and allied behaviors were first established. So, key ‘moments of truth’ go a long way in communicating and representing them to the employees and other stakeholders at regular touchpoints.
Starting with the first point, a major focus here needs to be on empowering managers. Here, a toolkit that gives direction to their interaction with the team members can help. A simple method is to list the values. And detail the expected behaviors against each while explaining the outcomes that are the result of exhibiting the value. This reduces ambiguity, boosts managers’ confidence in how they associate and deal with their team members, and ensures employees observe and understand the right values going forward.
And as far as the second point goes, this is where employee communications and engagement come into play. Through both these channels, the leadership supported by HR can evangelize the essence of the values. Showcase behaviors that align with them. And build a great workplace where employees truly believe in themselves and the organization.
These insights should come in handy if you are looking at spearheading a value and behavior-based transformation at your organization. Especially to improve employee engagement, performance, and collaboration levels.
Do reach out to us if you feel the need to discuss the way forward! Write to us at firstname.lastname@example.org.