WEBVTT
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At some point, you're gonna see it.
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The team starts regulating and governing and holding people accountable to those core values.
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That's when it starts to make an impact, right?
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Welcome everybody to the next episode of the Mobilization Mindset.
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My name is Scott Pieper, CEO and founder of mobilization funding, and today we're gonna be talking about core values.
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Why?
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Because we get questions about them all the time.
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People are always asking, how do I incorporate them?
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What is it about?
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What are they?
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What does it look like when they're good?
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What does it look like when they're bad?
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How do you know if someone has them?
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We get them all kinds of questions.
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And since we've made every mistake under the sun along the way to having great core values ingrained into our business, I thought today Drew and I could talk exactly about that.
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Yeah.
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Most important part of the business at the end of the day.
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It is.
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So let me ask you the first question.
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Do core values matter?
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Or is this just all corporate fluff?
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Speaking of core values, my f I think every organization, every effective organization, family, uh any organized group of people should have some set of core values.
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My family growing up, one of the core values that my parents uh gave to us was deeds, not words.
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So how does that relate to the question you just asked me?
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And that's the it depends.
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Is it corporate fluff or do they actually matter?
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And the differentiator is this if you have core values and it is not embodied at the start from the leadership team, then it's corporate fluff.
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Right.
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If it is empowered and it is created and it does precipitate from the leadership team to the rest of the team, then absolutely it matters.
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I mean, I I've seen a lot of companies, been a part of companies that have core values that are on a wall.
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Yeah.
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Or are in a little little booklet, you know, and nobody could even name the core values of their company.
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And there's a consistent complaint among the rank and file people in the company, be being one of them at some point in my career, I'm sure, where it's like, what are the what's the point of these core values?
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I don't even see it in the leadership team.
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It's true.
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You know, one of the things that helped me the most to understanding core values, because all everything you said I was part of in different organizations.
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Yeah, all of us have, right?
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Yeah.
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And and that's no different for anyone.
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But being that we are here at mobilization funding and can guide what the values are.
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The thing that I like struggled the most is we didn't have core values when we first started.
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We just we were just doing doing things, you know.
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You just just got out.
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That wasn't part of the understanding of what's going on.
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But one of the things that resonated with me a lot, and I remember asking the same question, hey, what is core values?
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I asked, I asked the mentor one time, what is what are they?
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What does that even mean?
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Like, what does it look like?
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I've only been in part of places on the wall, and I don't really know what that entails.
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He said, Well, the first thing that you need to understand, Scott, is every organization has core values, whether they're stated or not.
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And they are how the organization operates, communicates, speaks to one another.
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If you don't have a set core values written on your wall, or you don't have a set standard that's communicated, would you agree that there is a standard amongst people?
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Yeah.
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Yeah.
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That standard is set, it's just not put in words.
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Would you agree that somebody might have one standard and another might have another, and there might just be chaos?
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Yeah.
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That might be your values.
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Which is not optimal for an organization.
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Yeah, and he says, and that's what you once you understand that there are values that everyone's operating under, or multiple sets of values, then you can realize that you either are influencing the values of the organization by setting a standard and leading it and guiding to it and hiring to it and training to it and teaching to it, or you it just is taking its own path.
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Well, let me ask you this is it better to just not have stated core values and everybody kind of operate at the beat of their own drum, or to have core values in a booklet or a wall, but everybody thinks they're bullshit.
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It's a good question.
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I would say one thing I know for sure is to have state core values on a wall that are false or in a booklet that no one's living by is definitely not good.
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No.
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I would say if you have no core values, but you have a group of people that care and love each other and are working towards one common goal, but there's no value stated, you probably have a better chance than the other.
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I think both are bad, but you probably have at least a shot.
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The problem with not having core values or a set of standards is your organization and your business can only grow to the capacity of which your people are who they are, and their ability to grow within themselves and then the cohesiveness of that.
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Your also business can never grow without systems and processes in place.
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And your organization can't grow without people managing those systems and processes and having to effectively make decisions.
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And so if you don't have any core values, there's no set standards that everybody can be, have the autonomy to know they can operate in in a manner in which that they can be safe and healthy and um rewarded, recognized, guided by to decide on things.
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And therefore, if you don't do that, there'll be a bottleneck somewhere in the organization, probably to this one individual leader, and then nothing gets done, which then creates frustration and anxiety and that.
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So that's one main reason to have core values from just a practical tactical standpoint.
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The second reason is you got to know who what kind of organization of people you're gonna have.
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Like, are we what kind of core human is gonna thrive in this organization and which kind of core human is not?
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And you have a duty when people come to work at your organization to let them know like what kind of group of people there are.
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So they can decide, hey, I'm those aren't my people, or these are.
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If you show them all these people and try to pretend you're everything to everyone, you're gonna fail not only yourself, but you're gonna fail those people that are trying to think about whether your organization is the right fit for them.
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Yeah.
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Without a set of core values, I mean, here's here's what another purpose of core values it is a standard for you to hold yourself accountable to.
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And it's a standard to hold the team accountable to.
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And then eventually, kind of to that as you grow organization type story that you told, as you grow and you're intentional about the types of people you hire and bring on a team, right?
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Because you have core values, you're evaluating through the lens of those core values, and you grow at some point, and you're gonna see it, the team starts regulating and governing and holding people accountable to those core values.
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That's right.
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That's when it, that's when it then that's when it starts to make the impact, right?
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And in order to get to that point, and Scott, you've done such an incredible job, and I've learned an incredible amount from you on this, it takes consistency, it takes reiterating the core values, telling stories around the core values, getting the team to tell stories about what they have done to exemplify a core value.
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And it seems overbearing and repetitive, but in reality, nine out of ten people that work for you, ten in our case, I think ten out of ten people, right?
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Actually hold themselves accountable to such a high standard that they enjoy sharing those stories.
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That's right.
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You know, because everybody wants to do the right thing, they want to feel good.
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And it and also, by the way, have you ever tried to make something brand new without instructions?
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Or put something together without that you don't know how to put together without instructions?
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Well, not very uh effectively.
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Right.
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So like if you walk into an organization and you have no idea what the standards of rules are, it's just like wing it.
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You have to start observing somebody and someone, and what if everybody's doing things differently?
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How do you know what's right, what's wrong?
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But it's not just rules though.
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I mean, think about but think about like one of our core values is be humble, right?
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How many times have we used the core value of be humble to make someone or ourselves better in this organization?
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Yeah, all every day.
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I mean, how many times, and I'm not gonna go through all of our core values, but another core value of ours is create the best customer experience, right?
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And we spend 60% of our day figuring out in some way, shape, or form how to create the best customer experience in every every business decision we make, one of the questions is how does this affect the customer experience?
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Correct, right?
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And and the the cut the what your core values end up doing is is creating the standard at which everyone is gonna operate at.
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Yeah.
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And and that provides certainty for your team, it provides a certainty for the customer, it provides certainty for your vendors and your lenders.
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Everybody knows how interacting with this organization, whether it's you as an individual or another individual or the collective, is gonna be the same.
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It's just like, you know, if you if you walk into a McDonald's in New York City or Arkansas or California, it's pretty much the same experience.
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And that's because they have the same set of standards and values.
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Whether you agree with McDonald's core values or not, that's what it the same set of core values creates the standard that's exists and why you can have something uniform like that.
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And so it's important for those reasons.
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And if you ever really want to have an organization of any scale and you want to be successful, it to me it's the mandatory requirement of the foundation, or at some point as you grow or as the people come in and out, you're gonna it's gonna break.
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Yeah.
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The last thing I want to say about core values in in practice and in and and in implementation is um it wasn't too long ago, actually, uh two of our teammates out there were saying, you know, we're working on this really complex deal, right?
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Comple opportunity.
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And the other day, you know, sales director wasn't around, none of the other other sales people around, Scott was around, Drew wasn't around, you know, Rachel wasn't around, and we didn't know what to do.
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And I I said to him, I said, indecision is a bad decision.
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Right.
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They said, well, we don't know what decision to make.
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And I said, You're uncomfortable.
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That's the only way you feel you you know how to get to the answer.
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And he said, Well, we how do we find the answer?
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If you have nobody around you to help you, all you have to do is sit down, deeply think about our core values, the answers, the the next step is somewhere in that thought process.
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That's right.
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Yeah, yep.
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And that worked out, and that's it.
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Yeah, it worked out.
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Yeah, it's great.
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But that giving people the comfort level of knowing, like, if I'm operating within these core values, even if I make a mistake with the right intent, then okay, it's part of the lessons learned.
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Like, but you've as long as your intent is pure and you're on target with one of those values and you're operating within the core values, you're gonna be okay.
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Yeah, yeah.
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Yeah, good.
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Well, I hope that helps.
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Most importantly, I'll speak to you as leaders and and founders of your companies.
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If you don't know what your core values are, you don't know what they should be, your core values should start with who you are, what you represent for yourself, and the standards you keep.
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If you just list out those things for you, who you are, the rest of the organization will fall in line with that, or they won't, but at least you'll know.
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But you as a leader or you as the founder or owner of your business, if it's your business, you're not going anywhere.
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So you might as well pick your core values and see who left on your team wants to live up to those ones.
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And if not, at least you now know who to go look for to replace the people that don't want to be part of that.
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All right, until next time, you guys have a great week.
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In the meantime, you can catch more of our episodes on our YouTube channel at mobilizationfunding.com.
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You can check out our website at mobilizationfunding.com.
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You can find tools, tips, tricks, and lots of other videos and information on both places and platforms.
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Have a great week and may God bless you.
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At some point, you're gonna see it.
00:00:04.080 --> 00:00:09.039
The team starts regulating and governing and holding people accountable to those core values.
00:00:09.279 --> 00:00:11.759
That's when it starts to make an impact, right?
00:00:18.160 --> 00:00:21.600
Welcome everybody to the next episode of the Mobilization Mindset.
00:00:21.839 --> 00:00:27.920
My name is Scott Pieper, CEO and founder of mobilization funding, and today we're gonna be talking about core values.
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Why?
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Because we get questions about them all the time.
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People are always asking, how do I incorporate them?
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What is it about?
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What are they?
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What does it look like when they're good?
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What does it look like when they're bad?
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How do you know if someone has them?
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We get them all kinds of questions.
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And since we've made every mistake under the sun along the way to having great core values ingrained into our business, I thought today Drew and I could talk exactly about that.
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Yeah.
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Most important part of the business at the end of the day.
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It is.
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So let me ask you the first question.
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Do core values matter?
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Or is this just all corporate fluff?
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Speaking of core values, my f I think every organization, every effective organization, family, uh any organized group of people should have some set of core values.
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My family growing up, one of the core values that my parents uh gave to us was deeds, not words.
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So how does that relate to the question you just asked me?
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And that's the it depends.
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Is it corporate fluff or do they actually matter?
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And the differentiator is this if you have core values and it is not embodied at the start from the leadership team, then it's corporate fluff.
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Right.
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If it is empowered and it is created and it does precipitate from the leadership team to the rest of the team, then absolutely it matters.
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I mean, I I've seen a lot of companies, been a part of companies that have core values that are on a wall.
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Yeah.
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Or are in a little little booklet, you know, and nobody could even name the core values of their company.
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And there's a consistent complaint among the rank and file people in the company, be being one of them at some point in my career, I'm sure, where it's like, what are the what's the point of these core values?
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I don't even see it in the leadership team.
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It's true.
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You know, one of the things that helped me the most to understanding core values, because all everything you said I was part of in different organizations.
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Yeah, all of us have, right?
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Yeah.
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And and that's no different for anyone.
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But being that we are here at mobilization funding and can guide what the values are.
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The thing that I like struggled the most is we didn't have core values when we first started.
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We just we were just doing doing things, you know.
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You just just got out.
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That wasn't part of the understanding of what's going on.
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But one of the things that resonated with me a lot, and I remember asking the same question, hey, what is core values?
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I asked, I asked the mentor one time, what is what are they?
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What does that even mean?
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Like, what does it look like?
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I've only been in part of places on the wall, and I don't really know what that entails.
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He said, Well, the first thing that you need to understand, Scott, is every organization has core values, whether they're stated or not.
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And they are how the organization operates, communicates, speaks to one another.
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If you don't have a set core values written on your wall, or you don't have a set standard that's communicated, would you agree that there is a standard amongst people?
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Yeah.
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Yeah.
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That standard is set, it's just not put in words.
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Would you agree that somebody might have one standard and another might have another, and there might just be chaos?
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Yeah.
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That might be your values.
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Which is not optimal for an organization.
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Yeah, and he says, and that's what you once you understand that there are values that everyone's operating under, or multiple sets of values, then you can realize that you either are influencing the values of the organization by setting a standard and leading it and guiding to it and hiring to it and training to it and teaching to it, or you it just is taking its own path.
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Well, let me ask you this is it better to just not have stated core values and everybody kind of operate at the beat of their own drum, or to have core values in a booklet or a wall, but everybody thinks they're bullshit.
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It's a good question.
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I would say one thing I know for sure is to have state core values on a wall that are false or in a booklet that no one's living by is definitely not good.
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No.
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I would say if you have no core values, but you have a group of people that care and love each other and are working towards one common goal, but there's no value stated, you probably have a better chance than the other.
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I think both are bad, but you probably have at least a shot.
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The problem with not having core values or a set of standards is your organization and your business can only grow to the capacity of which your people are who they are, and their ability to grow within themselves and then the cohesiveness of that.
00:05:04.000 --> 00:05:07.839
Your also business can never grow without systems and processes in place.
00:05:08.079 --> 00:05:14.720
And your organization can't grow without people managing those systems and processes and having to effectively make decisions.
00:05:14.879 --> 00:05:36.000
And so if you don't have any core values, there's no set standards that everybody can be, have the autonomy to know they can operate in in a manner in which that they can be safe and healthy and um rewarded, recognized, guided by to decide on things.
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And therefore, if you don't do that, there'll be a bottleneck somewhere in the organization, probably to this one individual leader, and then nothing gets done, which then creates frustration and anxiety and that.
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So that's one main reason to have core values from just a practical tactical standpoint.
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The second reason is you got to know who what kind of organization of people you're gonna have.
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Like, are we what kind of core human is gonna thrive in this organization and which kind of core human is not?
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And you have a duty when people come to work at your organization to let them know like what kind of group of people there are.
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So they can decide, hey, I'm those aren't my people, or these are.
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If you show them all these people and try to pretend you're everything to everyone, you're gonna fail not only yourself, but you're gonna fail those people that are trying to think about whether your organization is the right fit for them.
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Yeah.
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Without a set of core values, I mean, here's here's what another purpose of core values it is a standard for you to hold yourself accountable to.
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And it's a standard to hold the team accountable to.
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And then eventually, kind of to that as you grow organization type story that you told, as you grow and you're intentional about the types of people you hire and bring on a team, right?
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Because you have core values, you're evaluating through the lens of those core values, and you grow at some point, and you're gonna see it, the team starts regulating and governing and holding people accountable to those core values.
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That's right.
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That's when it, that's when it then that's when it starts to make the impact, right?
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And in order to get to that point, and Scott, you've done such an incredible job, and I've learned an incredible amount from you on this, it takes consistency, it takes reiterating the core values, telling stories around the core values, getting the team to tell stories about what they have done to exemplify a core value.
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And it seems overbearing and repetitive, but in reality, nine out of ten people that work for you, ten in our case, I think ten out of ten people, right?
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Actually hold themselves accountable to such a high standard that they enjoy sharing those stories.
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That's right.
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You know, because everybody wants to do the right thing, they want to feel good.
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And it and also, by the way, have you ever tried to make something brand new without instructions?
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Or put something together without that you don't know how to put together without instructions?
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Well, not very uh effectively.
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Right.
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So like if you walk into an organization and you have no idea what the standards of rules are, it's just like wing it.
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You have to start observing somebody and someone, and what if everybody's doing things differently?
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How do you know what's right, what's wrong?
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But it's not just rules though.
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I mean, think about but think about like one of our core values is be humble, right?
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How many times have we used the core value of be humble to make someone or ourselves better in this organization?
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Yeah, all every day.
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I mean, how many times, and I'm not gonna go through all of our core values, but another core value of ours is create the best customer experience, right?
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And we spend 60% of our day figuring out in some way, shape, or form how to create the best customer experience in every every business decision we make, one of the questions is how does this affect the customer experience?
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Correct, right?
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And and the the cut the what your core values end up doing is is creating the standard at which everyone is gonna operate at.
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Yeah.
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And and that provides certainty for your team, it provides a certainty for the customer, it provides certainty for your vendors and your lenders.
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Everybody knows how interacting with this organization, whether it's you as an individual or another individual or the collective, is gonna be the same.
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It's just like, you know, if you if you walk into a McDonald's in New York City or Arkansas or California, it's pretty much the same experience.
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And that's because they have the same set of standards and values.
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Whether you agree with McDonald's core values or not, that's what it the same set of core values creates the standard that's exists and why you can have something uniform like that.
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And so it's important for those reasons.
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And if you ever really want to have an organization of any scale and you want to be successful, it to me it's the mandatory requirement of the foundation, or at some point as you grow or as the people come in and out, you're gonna it's gonna break.
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Yeah.
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The last thing I want to say about core values in in practice and in and and in implementation is um it wasn't too long ago, actually, uh two of our teammates out there were saying, you know, we're working on this really complex deal, right?
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Comple opportunity.
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And the other day, you know, sales director wasn't around, none of the other other sales people around, Scott was around, Drew wasn't around, you know, Rachel wasn't around, and we didn't know what to do.
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And I I said to him, I said, indecision is a bad decision.
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Right.
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They said, well, we don't know what decision to make.
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And I said, You're uncomfortable.
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That's the only way you feel you you know how to get to the answer.
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And he said, Well, we how do we find the answer?
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If you have nobody around you to help you, all you have to do is sit down, deeply think about our core values, the answers, the the next step is somewhere in that thought process.
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That's right.
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Yeah, yep.
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And that worked out, and that's it.
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Yeah, it worked out.
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Yeah, it's great.
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But that giving people the comfort level of knowing, like, if I'm operating within these core values, even if I make a mistake with the right intent, then okay, it's part of the lessons learned.
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Like, but you've as long as your intent is pure and you're on target with one of those values and you're operating within the core values, you're gonna be okay.
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Yeah, yeah.
00:11:36.240 --> 00:11:37.279
Yeah, good.
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Well, I hope that helps.
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Most importantly, I'll speak to you as leaders and and founders of your companies.
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If you don't know what your core values are, you don't know what they should be, your core values should start with who you are, what you represent for yourself, and the standards you keep.
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If you just list out those things for you, who you are, the rest of the organization will fall in line with that, or they won't, but at least you'll know.
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But you as a leader or you as the founder or owner of your business, if it's your business, you're not going anywhere.
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So you might as well pick your core values and see who left on your team wants to live up to those ones.
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And if not, at least you now know who to go look for to replace the people that don't want to be part of that.
00:12:26.639 --> 00:12:30.480
All right, until next time, you guys have a great week.
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In the meantime, you can catch more of our episodes on our YouTube channel at mobilizationfunding.com.
00:12:36.799 --> 00:12:39.919
You can check out our website at mobilizationfunding.com.
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You can find tools, tips, tricks, and lots of other videos and information on both places and platforms.
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Have a great week and may God bless you.
