How many company websites have an impressive sounding set of values proudly listed?
How many of those values include “ethical” and “integrity”?
How many of the staff in that company
a) really understand what those values mean in their role?
b) believe them?
Let’s take the belief issue first. If the latest research by the ILM and Management Today is anything to go by, then a high percentage of employees currently believe their bosses do not use ethics when making decisions. Over half of those surveyed believe their companies put financial goals ahead of ethical considerations.
The lack of trust which inevitably ensues will have a huge impact on performance, motivation and the reputation of the organisation.
It is surely an area that needs attention if organisations are to emerge from this tough market with a loyal and motivated workforce, rather than one which is jaded, cynical and ready to jump ship as soon as it is safe.
Let’s take the understanding issue then. If these values are so important, how do you ensure your teams buy into them and live and breathe them in their day to day roles?
Partly it depends on how those values are arrived at.
What is the process you go through to establish what is important?
Do you involve people at every level of the organisation?
Do you ask people what these values mean to them?
Do you get them thinking about how they demonstrate them in their roles?
For example, what does acting with integrity mean to the senior management team? What does it mean for someone working on the front line? Articulating these specific examples will help to bring them to life and give them meaning.
Once they are identified, ensure they are referred to. Talk about examples of ethical behaviour and integrity in one to ones and team meetings. And make sure your top level managers are visibly role modelling them.
Perhaps then we may start to see values which are more than just a list on a website... values which actually have meaning and build trust.
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