Core Values

CORE VALUES
One way to help keep corporate spirit high is to publish core values. This allows employees, customers, and stockholders to hold leaders accountable for living up to what they say is important. Further, this allows members of the organization’s team to measure their every action against the core values. It’s like what members of the Rotary Club are challenged to do. They are committed to a set of core values that translate into the following four-way test.
Of the things we think, say, or do:
1. Is it the truth?
2. Is it fair to all concerned?
3. Will it build good will and better friendships?
4. Will it be beneficial to all concerned?
Organizations who want to keep the spirit of their core values alive hold people accountable for modeling the stated values in their day-to-day actions. This is especially true for the leaders of the organization, who must set the example for their teams.
For the most successful companies, managing core values is as important as managing any other aspect of the business. Just as employees know not to violate trust in completing timecards and expense reports, or misusing other resources, they dare not violate a core value. In addition, they share responsibility for identifying any policies, practices, and/or procedures that contradict a core value.
These organizations are not perfect in embracing their core values 100% of the time. Instead, they are constantly evaluating everything they do to see if the activity or behavior is in sync with the values. This role is the responsibility of everyone in the organization, but particularly important for those in leadership positions. We must remember that employees don't judge us based on our good intentions, but on our actions. If we say we value our people as our number one resource, then our every interaction with employees must match that value. As humans who are not perfect, we will occasionally and unintentionally fail in totally embracing a value. We must, therefore, be strong enough to admit mistakes and take immediate corrective action. This sends a strong message that values are intended for everyone in the organization. On the other hand, deliberate violations are not tolerated.
The daily activities of a manager set the example for employees. This means that those little things that come up day in and day out are most important. If we only embraced values for the "big stuff" it would be like a parent telling a child it is wrong to steal, and then later justifying that it's okay to steal small things like a pack of gum. The child would not embrace the value of honesty at all. People believe what they see modeled for them. A perfect example of management modeling a value is Nordstrom department store. Management values customer service, and to achieve that value they tell employees to do whatever it takes to make the customer happy. To that end, employees are expected to use their best judgment. The section of the employee handbook labeled rules for customer service simply says: "Use your best judgment in all situations. There will be no additional rules." The most important aspect of this example is that employees are truly allowed that much autonomy!
In the excellent companies, values are held to no more than two or three core values that are consistently modeled, almost to the point of obsession. And these successful organizations fully believe that this is the most important role of their leaders.
As already mentioned, organizations typically clarify no more than two or three core values. Disney focuses on family entertainment, Mercedes on quality, 3M on innovation, Frito-Lay lives service, and FedEx redefined delivery speed and reliability.
Core values are typically very easy to understand but broad in scope of implementation. The Nordstrom example was clear in direction: use your best judgment to best serve the customer. The possibilities in carrying out that direction are endless.
A simple statement that has rich meaning to the organization often communicates the values. For years people have related "The finest in family entertainment" with Disney. While many people relate to this phrase as a description of the Disney Company, it has a very strong, dynamic meaning to those within the Disney organization. Walt Disney set a new standard for the entertainment world, and those who are left to run the Disney organization today are working diligently to maintain that leadership position within their industry.
For organizations that try to embrace five or 10 so-called core values, there is something wrong. While a company can strive to do many things well, you can only be obsessive about a few. For instance, Disney cannot be the finest in family entertainment and the least expensive at the same time. The longer the values list is, the more impossible it will be to model in a way that is believable and understandable.
Excellent companies explore what their organizations are all about and describe their thoughts with carefully chosen sound bites that are true to their desired environments.

Compiled By : QTQ-2008. Email : info@qtq.co.id