Do We Live The Values We Say We Have Within Our Organisation

The values of an organisation determine its purpose and how it operates and treats its staff and customers. They are at the heart of every major decision made. But do we live up to our values as an organisation?

Let's examine the link between organisational values and employee engagement - and why it matters for your business.

What are our living values?

You may have heard the term "values" thrown around in a business context.

Values are the beliefs and principles that guide how an organisation operates. They make us who we are as a company - they define our identity, mission and purpose.

They also explain why we do things (or don't).

For example:

• Our value might be honesty; if someone asks me how much I think something costs, I would always give them an honest answer rather than tell them something else just because it would make me look good or earn more commission on the sale.

• Another example could be integrity; this means doing what's right even when no one is watching (or even if there might be consequences).

Values are a crucial part of any business, and they're what separate us from our competitors. They give us something to strive for and live by; they help us decide how we operate daily.

How do we live those values?

You need a way to measure this. Ask yourself:

• How well do we live our values?

• How do we drive decision-making in practice? Do leaders decide based on their beliefs or what is best for the business, regardless of whether it aligns with organisational values and culture?

You can also ask yourself how much your organisation values employee engagement.

There's no one way to measure this, but you can look at the results of employee surveys.

Do employees feel like they work in an environment where their values are respected and valued? Are they happy? Do people trust management and leadership? How do employees feel about their job security, career prospects and opportunities for advancement?

Do the members of our teams see us living our values?

If you want your team to be engaged, they need to see you are engaged. If you want your team to change, they need to see that it is important and that they will be supported. Ensuring that your team is engaged (and will stay engaged) is the responsibility of all managers, but it's particularly important for those leading change initiatives.

Who decides your organisation's values?

It's a good idea to check the values of your organisation. If you don't know what they are, or if they're not clear enough for you to answer the question, "Do we live our values?" then it's time to find out more.

In most cases, values are agreed upon by the board of directors or owners (if private). The board also sets the organisation's vision, mission and values. Then they need to understand what makes them unique and why their people should care about it.

If you want something valued in your organisation, you must clarify why it’s important.

Each value must become evident and visible to be taken seriously. This means that values cannot just be written down as a list of words on the wall or printed on posters; they must be lived out in our daily actions.

It's a common misconception that values are about what you stand for or what your company does. But values are about the way people make decisions. Leaders set the tone for how decisions are made in an organisation, and therefore they significantly impact how values are lived out.

If we want our organisation to live its values daily, leaders must consistently model those behaviours through their decision-making processes. This will ensure that everyone knows what is expected of them when they're making decisions--and also help them make better decisions because they know where their leaders stand on these issues!

Values are the beliefs and principles that guide an organisation's operations, but how well do they drive decision-making in practice?

The answer is simple: values matter to everyone. They're essential to employees, customers, other organisations and our society. We all want to work for companies with strong ethical standards; we want the organisations we deal with to be socially responsible, and we want our governments to act according to their stated values. But what if those values aren't reflected in reality? What if people feel like they can't trust the company or organisation because it doesn't live up to its own stated principles?

So how do we model the behaviour that aligns with our values?

Here are some simple tips: - Start by asking yourself, "What does it mean to live this value?" For example, if you value integrity, ask yourself: What does integrity look like in practice? How can I demonstrate this value daily? - Next, think about what you're doing right now. Are there any decisions that need to be made today? If so, how can you make them in line with your values?

There's a strong link between how leaders' beliefs and behaviours align with organisational values and employee engagement.

Organisational values are important, but they're also abstract. You can't see them or touch them or smell them. But you can see what leaders do--and leaders often behave in ways contrary to the culture and values of their organisations. If a leader says one thing but does another, employees will notice and feel deceived by the discrepancy between the words and actions of their leaders. Leaders should model behaviours consistent with organisational values so that others follow suit; otherwise, employees may believe their leaders are just making things up as they go along (or worse).

We've all been there: we've met someone who talks a good game but whose actions don't match their words. It can be a huge turn-off. We're all human- we want to believe in the people around us; it hurts when they let us down. Values matter because they're important to everyone. They're essential for employees, customers, organisations and society as a whole look at your leadership team and consider whether there are any instances where you may not be modelling the behaviours that support your organisational values. If so, take steps to correct this as soon as possible.

To succeed, organisations must ensure that those at the top (including senior managers and directors) demonstrate their understanding of and commitment to the values that are supposed to guide them.

This is where senior managers and directors come in. They are role models for the rest of the organisation, and they must demonstrate their understanding of and commitment to the values that are supposed to guide them. They also need to model the behaviours they expect from others by living those values every day.

This can be difficult because people often see their behaviour as normal or acceptable--when it isn't! For example, if you tell your team members that they should treat each other with respect but then yell at them when they make mistakes or don't meet deadlines (which probably happens more often than not), what does this say about how much respect means to you?

Conclusion

We have to remember that values are not just words on a page; they're supposed to guide our actions and decisions. If we want our organisation to succeed, we must ensure the top people are living up to those values daily by showing employees how important they are in practice.