A paradigm shift
To be memorable, core values must be designed to captivate. They must not only pique interest, but also be easy to pronounce, visually pleasing, highlight what's important and resonate deeply with the company's identity.
A value is only useful if it is embodied, and nothing is embodied without clear working procedures. The solution could lie in the collective establishment of working agreements.
How can we develop working agreements?
To transform beliefs, practices and intentions into concrete actions, start by clearly defining the objective of each value. Take the example of integrity, often cited as a key value. Rather than simply declaring “We value integrity. We do the right thing, even when no one is looking,” turn it into a working agreement: ”Integrity is a priority. We interact with our customers transparently and honestly. If we make a mistake, we acknowledge it immediately and take the necessary steps to rectify it.”
The working agreement doesn't just add words. It clarifies what we mean by “integrity” and defines the actions to be taken to operate within the framework of the agreement.
However, these agreements must not be created in a vacuum. To develop a working agreement, collaborate with various members of your team or set up a working group. Discuss your current structures for system-level actions, project management and decision-making. Consider elements such as the organization's mission, goals and aspirations, and detail the steps and ways of working needed to achieve them. Here are some probing questions:
- What values, practices and principles are most important in our organization, and what do they look like in action?
- Why did we start this project, team or organization?
- What are some of our unstated practices or beliefs?
- What are our convictions?
- How do we support each other and foster belonging?
Once you've written your first draft of your working agreement, check that it contains the following elements:
- Clarity: Does it use clear, concise language, avoiding ambiguity and jargon?
- Alignment: Does it reflect the objectives and intentions of the team or organization?
- Measurability: Is it defined in such a way as to enable concrete actions and results (i.e. accountability)?
- Actionability: Does it provide practical guidance and reinforce decision-making?
- Relevance: Can it be applied to the specific context?
- Present tense: Does it describe what you do, not what you will do?
Once you've created a working agreement, apply it to several real-life scenarios to test it. Can you use it to identify how you will act, make decisions and collaborate with each other? If so, your working agreement is ready.
Formulating values once agreements have been reached
Once everyone understands the agreements, it's time to word the values. Here are four essential tips:
Be creative
Think of terms and formats you could use to highlight the ideas you want to emphasize. Johnson & Johnson has a credo, Ford Motor truths, Toyota a way, Google beliefs, Abbvie principles and North Face a manifesto. I encourage companies to opt for something more creative and bespoke. A sports team, for example, might develop “rules of the game”, a technology company a “source code”, or a restaurant a “recipe for success”. These formats will make a more lasting impression by striking a better balance between what's familiar (the expectation of something like “core values”) and what's new and therefore stimulating for the brain.
Keep it brief
Limit your values to a maximum of three or four to make them easier to remember. Stick to values that are critical to your business. H&M has included “cost consciousness”, as it is essential to the company's competitive positioning. American supermarket Meijer values “freshness”. For these companies, core values are designed to keep employees focused on the goal.
Make them memorable
I like to explain that the Arabic word for “human” is “Insan”, which literally means “one who forgets”. We're genetically programmed to forget, so don't be surprised if even you rh leaders or seasoned employees run the risk of forgetting your chosen words. The solution: memorability. The ones most likely to be recalled are the first and last on a list. You can continue to ride the wave of creativity and support your memory with an acrostic. Here, the first letters of the values spell out a word that serves as a mnemonic. The chemical company BASF, for example, has organized its core values into the word CORE, for Creative, Open, Responsible, Entrepreneurial.
Use distinctive language
Avoid jargon and opt for language that reflects your company's uniqueness. Instead of the rather cumbersome word “Responsibility”, for example, Kraft Heinz has declared “We take responsibility”. Similarly, Toyota has replaced “Service” with the more figurative and colloquial “We go the extra mile”. “Quality is our priority” (Ford), ‘Fun family entertainment’ (Disney) are other good examples of phrases that don't sound like clichés. Beyond the words, know that really good core value statements often use grammar that stimulates the audience.
Closing the loop
It's not surprising that most employees read classic values lists with glassy eyes - and promptly forget them. Instead of relying on repeated messages to try and solve this, companies should choose a memorable format, number, order, sound and graphic for their core values. Imagination, not repetition, is at the heart of the solution.
Remember that creating working agreements is the beginning of the process. For any element of your culture to be effective, you need to act consistently towards the aspirations and goals you've defined. In other words, you have to do what you say you're going to do.
Once the agreements are in place, reinforce them with your actions. Use storytelling to continue to ensure a shared understanding and definition of values. Post and discuss your values through a variety of forums...why not at every weekly scrum. Finally, use the values and their working agreements in your day-to-day work, including talent attraction and hiring, performance management, decision-making and project management. Only then will you transform your values from mere hallway postings, into working agreements that provide a shared language and common responsibility and thus create a culture of organizational excellence.
To find out more :
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