5 ways to test if your company values are fit for purpose
Photo by RDNE Stock project
Values are like vegetables. You know they’re good for you, but unless you know what you’re using them for, don’t buy them.
Let me backup a minute.
Not sure about you, but I’m often guilty of arriving at the store (or worse, the farmers’ market!) without a list of produce I need for the week ahead. So I proceed to fill my basket with things that look good (and it all looks good).
When I get home I have no idea what to make with what I’ve got. My veggies aren’t fit for purpose.
When you write your company values without considering their function, you’ll end up with a chaotic values salad (much like the colourful but mismatched creation on my plate). Sure, it’s better than nothing, but what kind of experience are you creating and how does it help you grow?
How do you know if your values are fit for purpose?
To answer that question, let’s get clear on what we mean by values and why we need them. Values are the core behaviours that define your culture. They translate what you believe into how you show up. They bind all of your people together, help you do your best work, and shape how you make decisions and grow.
Practically speaking, if you’ve defined your values clearly and truthfully, it should be easy to spot them in the day-to-day operation of your business because your people know what behaviours are expected to bring those values to life. If you can’t say that of your values today, they’re probably not fit for purpose.
For example, at Within People, one of our values is “Learn Together” which asks us all to collaborate to advance our knowledge collectively. This value underpins the design of our self-managed business as a learning organization and a team of leaders who believe in constant improvement. Each of us know that it’s part of our culture to share, bring curiosity, and help each other grow. You can see this value in action each and every day, because it’s part of who we are.
Put another way, values are the lived expression of your cultural DNA. Values bring your purpose to life, and give meaning to your vision. They’re so important that you can’t live without them. Just like those veggies I keep beet-ing on about (see what I did there?).
So it’s critical that you define them carefully, and use them as the authentic expression of who you are and why you’re here as a business.
If I’ve now filled you with anxiety that your current values are nutritionally depleted, or perhaps you’ve simply forgotten about them (like those month-old carrots in the crisper drawer) - don’t worry, I’ve got you covered.
Here are five questions to ask about your values to see just how fit for purpose they are:
1. Are they verbs?
That’s verbs, not herbs. Those energetic words that clearly state an action.
Values aren’t beliefs. They’re a translation of what we believe into the way we do things. They’re behaviours. Values must be verbs in order to demonstrate “how” we do what we do.
For example, “innovation” doesn’t set an expectation of what we’re meant to do. Make it actionable by going a bit deeper to express how you uniquely innovate. “Imagine it better” is one of MOO.com's values, making clear to everyone that imagination is at the heart of how they innovate.
Fit fix: Build statements that describe how you do what you do by starting with verbs that describe action, avoiding single words like trust, passion, and integrity.
2. Do your values reflect who you really are?
Think of values as your super powers or your secret sauce. They’re the set of behaviours that guide the business to your vision and deliver your purpose.
To find your values, consider what your most important strengths are as a team. Then connect these to what you know the people you serve value most about the way you work.
Fit fix: Think of times when you have been at your very best as a team. What are the behaviours at play in those moments? That’s who you really are - so write your values to celebrate that.
3. Are your values authentic?
When we show up as truly ourselves, that automatically differentiates us. Define values you want to stand up for - not values you want to stand out with.
Our values are with us for the long term. They help to define our identity. The truer they are, the more you’ll live up to them and the more effective they’ll be at attracting people who believe in them.
Fit fix: They don’t need to be true every moment of every day (just like you don’t need to eat broccoli every day). But they should be true about you on your best day.
4. Can people share examples of values in action?
Storytelling is the most powerful way of building meaning into your values. No matter where someone works in the business, they should be able to tell a story about how they see the values being lived in the day-to-day.
Leaders should use these stories to help people connect to how people are expected to show up in your culture. Make time regularly to share stories - they give proof that the values are real and lived in the business.
Fit fix: Four values is the magic number! Defining values is an exercise in synthesis and prioritization. Keeping it simple and meaningful makes it memorable and easier to spot in action.
5. Are your values working hard enough for your business?
Values aren’t just there to suggest actions and guide behaviours. Values are strategic. They can shape our creative and decision making processes, help us choose the right investors, attract the best talent, and guide us to answer the difficult questions when times get tough.
One&Only Resorts have transformed their values into a service philosophy that is helping them hire. The Narwhal use theirs to guide their editorial content. Amy’s Kitchen’s values shaped their pandemic response.
Fit fix: Think about what else your values can do for your business. They shouldn’t simply be up on the wall waiting for someone to notice them and act. Put them to work!
Beyond fit for purpose
Values are behaviours - so it should be clear when people are living up to them.
They get more powerful when everyone in the business commits to them. So we need to keep them alive and front of mind, constantly reconnecting to what they mean.
Contrary to popular belief, values can (and must!) be measured. They should be used alongside OKRs and help guide personal development plans. It’s up to everyone in the business to demonstrate the behaviours of the culture.
Finally, leaders set permissions around behaviours. If you lead but don’t model your values, you absolve your team from being accountable to them too.
“It’s the humanity of a company that’s going to create the long term value. Without humanity and without values, you end up with a company that perhaps makes money, but doesn’t stand for anything and really has nothing to be proud of.” - Howard Shultz, Starbucks
So, pick your values carefully and with intent as you would the ripest, juiciest tomatoes or the freshest lettuce. And they’ll nourish your business and your people every day.
Need help defining, tweaking or putting your values to work? Download our free guide
