WEBVTT
00:00:00.560 --> 00:00:05.360
Hi, it's Pete Wilkinson here with the Strategy Podcast episode 16.
00:00:05.599 --> 00:00:08.560
This is all around core values.
00:00:08.800 --> 00:00:14.880
Um I'm gonna have to be careful not to go on a rant here because I do sometimes get a bit carried away with values.
00:00:15.039 --> 00:00:24.239
And one of the reasons I get carried away and frustrated is because most values for most corporate companies are just absolute rubbish.
00:00:24.320 --> 00:00:30.079
They're boring, they they are simple, single words like integrity and excellence.
00:00:30.239 --> 00:00:41.119
They don't really belong in the core values, they sit on a website and do absolutely nothing to drive the culture and the performance and the alignment of a team.
00:00:41.280 --> 00:01:10.079
So we're going to do things differently here, and we're gonna talk about five things to think when you are setting your core values to make sure these values become something that just actually add genuine value to the company, to the customer or the client, and it's something that is authentic rather than just you know a bunch of words that you've used a thesaurus for, or you know, you've you've read somewhere and think they're great.
00:01:10.400 --> 00:01:13.120
Most people set boring core values.
00:01:13.280 --> 00:01:14.640
I want you to do better.
00:01:14.719 --> 00:01:26.319
So there's five things we're going to go through, and the first one is around thinking about what I would say authenticity over aspiration.
00:01:26.719 --> 00:01:38.879
So when you're coming to set your values, just think about the things that really matter to you in your organization, and you've got to be authentic with that.
00:01:38.959 --> 00:01:42.000
Like we we often say set core values.
00:01:42.239 --> 00:01:46.560
Really, it's it's probably reframe that to like uncover your core values.
00:01:46.719 --> 00:01:57.359
There'll be things you do as a company um that that really is part of your ethos and it's it's reflected in the in the great people in your organization.
00:01:57.519 --> 00:01:58.400
What are those?
00:01:58.560 --> 00:02:05.840
What are those values that that is authentic rather than just picking a bunch of words that look fantastic?
00:02:06.000 --> 00:02:14.479
You know, you've really got to say, like, you know, when when we perform well, when we when we feel great in the business, what what what are we displaying?
00:02:14.560 --> 00:02:16.639
You know, what are the values at that point?
00:02:16.800 --> 00:02:24.800
It's really important to be authentic rather than just motivational when it comes to your to your core values, okay.
00:02:25.280 --> 00:02:30.159
The second area to think about is less is more.
00:02:30.639 --> 00:02:37.039
Um, the outcome we want from the core values is that your team would pass the memory test.
00:02:37.199 --> 00:02:45.199
If you've got 15 core values, 10 core values, oh, they're all important, then you have to be honest and realize your people aren't going to remember them.
00:02:45.520 --> 00:02:50.719
For me, I think three to five is kind of like the sweet spot number.
00:02:50.960 --> 00:03:03.039
Because, of course, if your people don't pass the memory test and they can't tell you what their core values are, then you are simply delusional and lie to yourself that they're actually living them.
00:03:03.120 --> 00:03:09.039
Because how can someone live a value if they if they're not thinking about it or they don't know what it is and they've completely forgot it?
00:03:09.280 --> 00:03:25.120
So when you come to set your values, you know, aim for three to five, you know, don't try and have 10 and 12 and say, Oh, we we value all these five, the sorry, these seven, eight, nine things, because your people just they're just not going to remember them.
00:03:25.199 --> 00:03:32.719
Okay, so be quite succinct about your values and keep the number to a to a number that would pass the memory test.
00:03:32.879 --> 00:03:46.159
So once you've set them, um you have to be very careful that some organizations do a thing called set and forget, they set them, they do, they they spend time on it, they create them, they put them on a wall, and they never talk about them again.
00:03:46.479 --> 00:03:55.199
And um, when when you've got the right number, so we're talking about less is more here, when you've got the right number, then it's more likely that people would live those values, okay.
00:03:55.439 --> 00:04:05.439
Um, the third area to think about is to focus on behaviors rather than just like a buzzword, okay?
00:04:05.599 --> 00:04:15.280
So just think about like what is the behavior that when your team's at your best, what are the behaviors people are displaying?
00:04:15.360 --> 00:04:22.560
Or if you've got people in the team who you really admire that you believe is delivering value to the customer, what what are those behaviors?
00:04:22.800 --> 00:04:27.920
So, like in the past, we've had a core value was like teamwork, for example.
00:04:28.160 --> 00:04:30.639
Well, that's just like a buzzword.
00:04:30.800 --> 00:04:49.920
The value really would be, you know, um, we operate as a team and put the team first, might be a behavior, you know, or if it's like um a value in terms of service, it's like, well, you know, the value as a behavior might be we always go the extra mile for our customers um in every interaction.
00:04:50.079 --> 00:04:52.480
That's kind of a behavior that you try to look for.
00:04:52.639 --> 00:05:02.639
Are people going the extra mile all the time, you know, um, rather than just the buzzword of like, you know, teamwork or service as an example.
00:05:02.800 --> 00:05:10.560
Okay, the fourth area to think about is what we call the top performer test.
00:05:10.959 --> 00:05:17.920
Um, and this point, I was in two minds whether to include, but I do I do I do believe passionately that it's important.
00:05:18.240 --> 00:05:21.600
Um, so I'm keeping it in, but it it is a tough one.
00:05:21.759 --> 00:05:26.480
So when you think about the top performer test, I want you to think about someone in your business, right?
00:05:26.720 --> 00:05:39.120
Someone who is really performing well, they're bringing in the majority of revenue, or they've got great relationships with people, uh customers that you know they're a real top performer on some metric.
00:05:39.199 --> 00:05:55.439
And I want you to picture that person in your head, and then I want you to think about if that person was to display or start displaying something that was at odds with your values, what would you do?
00:05:56.079 --> 00:06:06.959
Because if your answer is, well, actually, they're a top performer, Pete, and like you know, I'd kind of turn a blind eye, I'd work around it, or I'd I you know I'd try and coach them.
00:06:07.120 --> 00:06:30.079
But if you repeatedly see someone doing something that is in kind of violation of your values that you have set down and said, This is this is our values, these are our values, and this is how we behave, you you should be able to honestly have that difficult conversation with that person, and and if you had to, you could let them go.
00:06:30.399 --> 00:06:45.040
Because if your values are real, if they are authentic, if they are important to you and the wider team, then on occasion your values should cost you money.
00:06:45.360 --> 00:07:09.839
So if I've got values around health and fitness, and I've got a pretty strong value around, you know, not smoking, um as a value, I I would not feel comfortable delivering a session to a company that you know makes cigarettes and and and sells them to new markets in in I don't know, Africa and India, for example, because that's something.
00:07:09.920 --> 00:07:15.439
Now, if I just chose to do that, then then that would really be at odds with my values.
00:07:15.600 --> 00:07:30.240
So when you understand what the values are, the the um high performance test, the top performer test is like if you've had somebody who was a top performer and didn't live the value, then then would you prepare to let them go and have a real strong conversation with them?
00:07:30.399 --> 00:07:33.920
Because if you turn a blind eye, then you're not living your values, okay?
00:07:34.240 --> 00:07:38.399
The the last point of the five, and I'll do a recap at the end.
00:07:38.560 --> 00:07:41.600
The last point of the five is to involve the team.
00:07:41.759 --> 00:07:48.800
Now I'm not saying you set your values as a committee, I'm not saying that, but I am saying involve the team.
00:07:48.959 --> 00:08:05.040
If you've got a team in place, what I what I wouldn't want you to do is go in a room by yourself, come up with these great buzzwords, these values, and then just tell the team, all right, from Monday, everybody got, you know, guys, these are the values we're going to be living, right?
00:08:05.120 --> 00:08:06.399
That's not the right way to do it.
00:08:06.639 --> 00:08:27.839
So, what works well is you set up a um like a workshop style meeting with your team, and you kind of talk about um things like um like when we're our best and we're performing really well and we feel all aligned and we're nailing it, the numbers are great, the service is great, and they're getting great feedback.
00:08:28.000 --> 00:08:38.720
If it's net promoter score or Google reviews and whatever it is, and when when we're our best, what are the sort of values that we're displaying at that point?
00:08:39.279 --> 00:08:54.720
And then conversely, if someone was doing something that would really frustrate you, um they're saying the wrong thing, they are they are not, they are not, I don't know, um, you know, um being honest or things like that.
00:08:54.879 --> 00:08:56.960
What what are the things that would really irritate?
00:08:57.120 --> 00:09:08.240
And from that environment, you could end up with like the the types of behaviors you want to see more of, and the types of behavior that you want to see less of.
00:09:08.720 --> 00:09:20.240
And the purpose of that is that that gives you an insight into how as a company you are performing and and what the wider team want to see more of, and what the wider team want to see less of.
00:09:20.399 --> 00:09:49.679
Once you've done the workshop and you get all that information, then it's worth taking it away, and then maybe thinking as like an as a senior leadership team or as an exec team, coming up with that information, then turning those into values, and then taking them back to the team and saying, hey, based on the workshop we did, um, these are what we feel are the three, four, five values, um, and these are the behaviors that we would display that know that we are living that value, and then get them signed off.
00:09:49.919 --> 00:09:54.159
I do believe that values generally are done poorly.
00:09:54.320 --> 00:09:58.960
I think they are they are a marketing exercise, and that's not what we want.
00:09:59.120 --> 00:10:09.919
What we want is the values that are set that a company uses that becomes its kind of almost moral compass and and and ways to operate.
00:10:10.080 --> 00:10:18.320
And then, of course, you know, when you're appointing people, when you're managing people, leading people, it's all based on that cultural fit towards your values.
00:10:18.480 --> 00:10:27.360
So, to recap, we want you to think of, I want you to think about authenticity, um, you know, over aspiration, make things that matter.
00:10:27.440 --> 00:10:35.360
I want you to think about less is more, so you know, keep them to a shorter number, three, four, five, not nine, ten, eleven.
00:10:35.759 --> 00:10:40.480
Think about um the behaviors rather than just the buzzwords.
00:10:40.639 --> 00:10:47.600
It's like not the values teamwork, it's like you know, we put the team first, or everyone, the team matters, or we work together as a team rather than just the word.
00:10:47.759 --> 00:10:49.440
Think about the top performer test.
00:10:49.519 --> 00:10:54.080
I've covered all that about, you know, would you let someone go if they didn't live the values?
00:10:54.240 --> 00:10:56.159
And then finally involve your team.
00:10:56.399 --> 00:11:29.440
So once you go through those kind of five steps, if you like, what you should end up with is a is a set of values that that are lived currently by the by the great people in your team that you really feel are the right things to focus on, and that everybody can get behind, and it becomes like a tool that you a lens, if you like, that you look through and judge your team's performance and alignment and engagement and culture through those value lenses.
00:11:29.600 --> 00:11:48.639
And I think if you can start to like understand that and then find a way to live your values every day, then that we do see have a real positive impact on a great culture because you know we know that strategy is important, of course it is, but it's the execution that matters, and it comes down to having people living a great strong set of values.
00:11:48.799 --> 00:11:56.799
So, your action from this is to think about those five steps, then look at the values you've got currently in your team and just think are they still relevant?
00:11:57.039 --> 00:11:59.759
Are they buzzwords or are they behaviors?
00:11:59.919 --> 00:12:16.480
And if you need to change one or two, get the team together, look at that because these values can make having the right set of values can really make a difference in building your culture, which is all around helping you to nail your strategy and reduce that gap between formulation and execution.
00:12:16.720 --> 00:12:17.440
Thanks very much.
00:12:17.519 --> 00:12:18.159
It's Pete.
00:12:18.240 --> 00:12:20.000
Take care, bye for now.
00:00:00.560 --> 00:00:05.360
Hi, it's Pete Wilkinson here with the Strategy Podcast episode 16.
00:00:05.599 --> 00:00:08.560
This is all around core values.
00:00:08.800 --> 00:00:14.880
Um I'm gonna have to be careful not to go on a rant here because I do sometimes get a bit carried away with values.
00:00:15.039 --> 00:00:24.239
And one of the reasons I get carried away and frustrated is because most values for most corporate companies are just absolute rubbish.
00:00:24.320 --> 00:00:30.079
They're boring, they they are simple, single words like integrity and excellence.
00:00:30.239 --> 00:00:41.119
They don't really belong in the core values, they sit on a website and do absolutely nothing to drive the culture and the performance and the alignment of a team.
00:00:41.280 --> 00:01:10.079
So we're going to do things differently here, and we're gonna talk about five things to think when you are setting your core values to make sure these values become something that just actually add genuine value to the company, to the customer or the client, and it's something that is authentic rather than just you know a bunch of words that you've used a thesaurus for, or you know, you've you've read somewhere and think they're great.
00:01:10.400 --> 00:01:13.120
Most people set boring core values.
00:01:13.280 --> 00:01:14.640
I want you to do better.
00:01:14.719 --> 00:01:26.319
So there's five things we're going to go through, and the first one is around thinking about what I would say authenticity over aspiration.
00:01:26.719 --> 00:01:38.879
So when you're coming to set your values, just think about the things that really matter to you in your organization, and you've got to be authentic with that.
00:01:38.959 --> 00:01:42.000
Like we we often say set core values.
00:01:42.239 --> 00:01:46.560
Really, it's it's probably reframe that to like uncover your core values.
00:01:46.719 --> 00:01:57.359
There'll be things you do as a company um that that really is part of your ethos and it's it's reflected in the in the great people in your organization.
00:01:57.519 --> 00:01:58.400
What are those?
00:01:58.560 --> 00:02:05.840
What are those values that that is authentic rather than just picking a bunch of words that look fantastic?
00:02:06.000 --> 00:02:14.479
You know, you've really got to say, like, you know, when when we perform well, when we when we feel great in the business, what what what are we displaying?
00:02:14.560 --> 00:02:16.639
You know, what are the values at that point?
00:02:16.800 --> 00:02:24.800
It's really important to be authentic rather than just motivational when it comes to your to your core values, okay.
00:02:25.280 --> 00:02:30.159
The second area to think about is less is more.
00:02:30.639 --> 00:02:37.039
Um, the outcome we want from the core values is that your team would pass the memory test.
00:02:37.199 --> 00:02:45.199
If you've got 15 core values, 10 core values, oh, they're all important, then you have to be honest and realize your people aren't going to remember them.
00:02:45.520 --> 00:02:50.719
For me, I think three to five is kind of like the sweet spot number.
00:02:50.960 --> 00:03:03.039
Because, of course, if your people don't pass the memory test and they can't tell you what their core values are, then you are simply delusional and lie to yourself that they're actually living them.
00:03:03.120 --> 00:03:09.039
Because how can someone live a value if they if they're not thinking about it or they don't know what it is and they've completely forgot it?
00:03:09.280 --> 00:03:25.120
So when you come to set your values, you know, aim for three to five, you know, don't try and have 10 and 12 and say, Oh, we we value all these five, the sorry, these seven, eight, nine things, because your people just they're just not going to remember them.
00:03:25.199 --> 00:03:32.719
Okay, so be quite succinct about your values and keep the number to a to a number that would pass the memory test.
00:03:32.879 --> 00:03:46.159
So once you've set them, um you have to be very careful that some organizations do a thing called set and forget, they set them, they do, they they spend time on it, they create them, they put them on a wall, and they never talk about them again.
00:03:46.479 --> 00:03:55.199
And um, when when you've got the right number, so we're talking about less is more here, when you've got the right number, then it's more likely that people would live those values, okay.
00:03:55.439 --> 00:04:05.439
Um, the third area to think about is to focus on behaviors rather than just like a buzzword, okay?
00:04:05.599 --> 00:04:15.280
So just think about like what is the behavior that when your team's at your best, what are the behaviors people are displaying?
00:04:15.360 --> 00:04:22.560
Or if you've got people in the team who you really admire that you believe is delivering value to the customer, what what are those behaviors?
00:04:22.800 --> 00:04:27.920
So, like in the past, we've had a core value was like teamwork, for example.
00:04:28.160 --> 00:04:30.639
Well, that's just like a buzzword.
00:04:30.800 --> 00:04:49.920
The value really would be, you know, um, we operate as a team and put the team first, might be a behavior, you know, or if it's like um a value in terms of service, it's like, well, you know, the value as a behavior might be we always go the extra mile for our customers um in every interaction.
00:04:50.079 --> 00:04:52.480
That's kind of a behavior that you try to look for.
00:04:52.639 --> 00:05:02.639
Are people going the extra mile all the time, you know, um, rather than just the buzzword of like, you know, teamwork or service as an example.
00:05:02.800 --> 00:05:10.560
Okay, the fourth area to think about is what we call the top performer test.
00:05:10.959 --> 00:05:17.920
Um, and this point, I was in two minds whether to include, but I do I do I do believe passionately that it's important.
00:05:18.240 --> 00:05:21.600
Um, so I'm keeping it in, but it it is a tough one.
00:05:21.759 --> 00:05:26.480
So when you think about the top performer test, I want you to think about someone in your business, right?
00:05:26.720 --> 00:05:39.120
Someone who is really performing well, they're bringing in the majority of revenue, or they've got great relationships with people, uh customers that you know they're a real top performer on some metric.
00:05:39.199 --> 00:05:55.439
And I want you to picture that person in your head, and then I want you to think about if that person was to display or start displaying something that was at odds with your values, what would you do?
00:05:56.079 --> 00:06:06.959
Because if your answer is, well, actually, they're a top performer, Pete, and like you know, I'd kind of turn a blind eye, I'd work around it, or I'd I you know I'd try and coach them.
00:06:07.120 --> 00:06:30.079
But if you repeatedly see someone doing something that is in kind of violation of your values that you have set down and said, This is this is our values, these are our values, and this is how we behave, you you should be able to honestly have that difficult conversation with that person, and and if you had to, you could let them go.
00:06:30.399 --> 00:06:45.040
Because if your values are real, if they are authentic, if they are important to you and the wider team, then on occasion your values should cost you money.
00:06:45.360 --> 00:07:09.839
So if I've got values around health and fitness, and I've got a pretty strong value around, you know, not smoking, um as a value, I I would not feel comfortable delivering a session to a company that you know makes cigarettes and and and sells them to new markets in in I don't know, Africa and India, for example, because that's something.
00:07:09.920 --> 00:07:15.439
Now, if I just chose to do that, then then that would really be at odds with my values.
00:07:15.600 --> 00:07:30.240
So when you understand what the values are, the the um high performance test, the top performer test is like if you've had somebody who was a top performer and didn't live the value, then then would you prepare to let them go and have a real strong conversation with them?
00:07:30.399 --> 00:07:33.920
Because if you turn a blind eye, then you're not living your values, okay?
00:07:34.240 --> 00:07:38.399
The the last point of the five, and I'll do a recap at the end.
00:07:38.560 --> 00:07:41.600
The last point of the five is to involve the team.
00:07:41.759 --> 00:07:48.800
Now I'm not saying you set your values as a committee, I'm not saying that, but I am saying involve the team.
00:07:48.959 --> 00:08:05.040
If you've got a team in place, what I what I wouldn't want you to do is go in a room by yourself, come up with these great buzzwords, these values, and then just tell the team, all right, from Monday, everybody got, you know, guys, these are the values we're going to be living, right?
00:08:05.120 --> 00:08:06.399
That's not the right way to do it.
00:08:06.639 --> 00:08:27.839
So, what works well is you set up a um like a workshop style meeting with your team, and you kind of talk about um things like um like when we're our best and we're performing really well and we feel all aligned and we're nailing it, the numbers are great, the service is great, and they're getting great feedback.
00:08:28.000 --> 00:08:38.720
If it's net promoter score or Google reviews and whatever it is, and when when we're our best, what are the sort of values that we're displaying at that point?
00:08:39.279 --> 00:08:54.720
And then conversely, if someone was doing something that would really frustrate you, um they're saying the wrong thing, they are they are not, they are not, I don't know, um, you know, um being honest or things like that.
00:08:54.879 --> 00:08:56.960
What what are the things that would really irritate?
00:08:57.120 --> 00:09:08.240
And from that environment, you could end up with like the the types of behaviors you want to see more of, and the types of behavior that you want to see less of.
00:09:08.720 --> 00:09:20.240
And the purpose of that is that that gives you an insight into how as a company you are performing and and what the wider team want to see more of, and what the wider team want to see less of.
00:09:20.399 --> 00:09:49.679
Once you've done the workshop and you get all that information, then it's worth taking it away, and then maybe thinking as like an as a senior leadership team or as an exec team, coming up with that information, then turning those into values, and then taking them back to the team and saying, hey, based on the workshop we did, um, these are what we feel are the three, four, five values, um, and these are the behaviors that we would display that know that we are living that value, and then get them signed off.
00:09:49.919 --> 00:09:54.159
I do believe that values generally are done poorly.
00:09:54.320 --> 00:09:58.960
I think they are they are a marketing exercise, and that's not what we want.
00:09:59.120 --> 00:10:09.919
What we want is the values that are set that a company uses that becomes its kind of almost moral compass and and and ways to operate.
00:10:10.080 --> 00:10:18.320
And then, of course, you know, when you're appointing people, when you're managing people, leading people, it's all based on that cultural fit towards your values.
00:10:18.480 --> 00:10:27.360
So, to recap, we want you to think of, I want you to think about authenticity, um, you know, over aspiration, make things that matter.
00:10:27.440 --> 00:10:35.360
I want you to think about less is more, so you know, keep them to a shorter number, three, four, five, not nine, ten, eleven.
00:10:35.759 --> 00:10:40.480
Think about um the behaviors rather than just the buzzwords.
00:10:40.639 --> 00:10:47.600
It's like not the values teamwork, it's like you know, we put the team first, or everyone, the team matters, or we work together as a team rather than just the word.
00:10:47.759 --> 00:10:49.440
Think about the top performer test.
00:10:49.519 --> 00:10:54.080
I've covered all that about, you know, would you let someone go if they didn't live the values?
00:10:54.240 --> 00:10:56.159
And then finally involve your team.
00:10:56.399 --> 00:11:29.440
So once you go through those kind of five steps, if you like, what you should end up with is a is a set of values that that are lived currently by the by the great people in your team that you really feel are the right things to focus on, and that everybody can get behind, and it becomes like a tool that you a lens, if you like, that you look through and judge your team's performance and alignment and engagement and culture through those value lenses.
00:11:29.600 --> 00:11:48.639
And I think if you can start to like understand that and then find a way to live your values every day, then that we do see have a real positive impact on a great culture because you know we know that strategy is important, of course it is, but it's the execution that matters, and it comes down to having people living a great strong set of values.
00:11:48.799 --> 00:11:56.799
So, your action from this is to think about those five steps, then look at the values you've got currently in your team and just think are they still relevant?
00:11:57.039 --> 00:11:59.759
Are they buzzwords or are they behaviors?
00:11:59.919 --> 00:12:16.480
And if you need to change one or two, get the team together, look at that because these values can make having the right set of values can really make a difference in building your culture, which is all around helping you to nail your strategy and reduce that gap between formulation and execution.
00:12:16.720 --> 00:12:17.440
Thanks very much.
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It's Pete.
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Take care, bye for now.
