Corporate Values

Which employees does corporate America most value? According to 150 senior business leaders in the U.S. polled for the LRN Value of Corporate Values Study, it's those who are inspired by a company's mission and values. Yet these same leaders say their companies value employees who are mostly focused on taking orders and earning more money.

Here are some of the study's key findings:
• There's a disconnect between what senior leaders say they value in employees and what their companies actually value in the real-world work environment. In fact, the majority of U.S. leaders (87 percent) say they personally value employees inspired by a company’s mission and values, but report their companies most favor employees who do what they are told (35 percent) or are motivated by material rewards (32 percent).

• Fifty-two percent of leaders say the recent economic downturn has their companies emphasizing the organizational mission and values to encourage greater performance from employees more than in the period before the decline. But 47 percent of leaders say their companies are stressing values and mission less (5 percent), the same (15 percent), or not at all (27 percent).

• Nearly half (49 percent) of the leaders surveyed say their companies weigh how aligned employees are with the organizational mission and values in making decisions to downsize teams and resources. Twenty percent of their companies do not consider the mission and values when scaling back the workforce, according to these leaders.

• A majority of the leaders (56 percent) say their companies place a premium on workers who are allied with the underlying organizational mission versus an equally skilled employee who may not be as aligned; 17 percent do not value such workers.

• "There's an interesting dichotomy in business today. Leaders see the benefits of becoming more values-based but aren't certain of how to affect behavior change operationally," says Dov Seidman, chairman and CEO of LRN. "Our work has shown that employees aligned on a deeper mission than just making money are inspired by a long-term view and behave in a way that brings advantage to the business. We are witnessing a trend in business where values-based behaviors and cultures are being shaped as a source of competitive advantage."

We here at New West Institute LLC work with companies who know the value of being a values-based organization. But more than that we know how to achieve the behavior change that accelerates new performance levels quickly. It's what we do!

Working on Purpose

Recently, I was talking with a colleague who commented, "I'm seeing more burned out, just hanging on until retirement, disspirited executives and managers these days than ever before." It could be his type of practice or we may be seeing more evidence that people want to have meaning in their work. Meaning can be filled with many different categories but it seems that it is in the human DNA to want to have a meaningful purpose informing their behavior and actions.

In my father's day, it seemed to be enough to have a "good steady job." I don't remember many discussions in our household about meaningful work. You just did what you had to do. I think Tom Brokaw called them "the greatest generation." So what changed? Apparently the nature of work changed along with the expectations of the worker.

Until my father retired the nature of his work changed incrementally and he had time to learn, practice and implement new skills. Today we are in what Peter Vaill calls our fast-pace and constantly changing work environment "permanent whitewater." Slow paced hierarchies controlled by dominant personalities and organizations overladen with multiple policies and proceedures can't cope. I fired my cell phone provider when my reasonable request was met with, "I'm sorry Mr. Vincent, its our policy and there's nothing I can do." What I wanted to hear was, "I understand your concern and I will help you."

The other change is this generation of worker. Gone are the days when the modern worker salutes at management's commands or mindlessly follows rules and regulations. S/he wants to be involved, be able to contribute and make decisions that will enhance the purpose of the organization. Most managers I work with understand and now know that 80% of their work is managing people. The rest is managing the content of the work.

"If all this is true," the average manager asks, "Do I have to go back to school and get an advanced degree in psychology?" Not necessarily. You may if you want to but the organizations I see flourishing with energy and momentum have clarified a meaningful purpose. What I don't mean is a slogan on the wall like, "Our people make the difference." Boring. What I do mean is something that comes out of the experience of serving your three key constituencies: customers, co-workers and owners. Personally I resonate to Men's Warehouse CEO George Zimmer when he says, "You'll like the way you look. I guarantee it!" That's a purpose everyone who works at Men's Warehouse can internalize and feel.

If meaningful purpose starts the energy-engine inside companies, its worth taking the time to ask your people, listen to their responses and make a statement that touches the passion of the staff. Its not everything a company needs to impact employee motivation, but IT IS the place to start.

Write me. Where have you seen this work? What's working for you?

Transition Performance

Job transitioning always entails some stress and for some people allot of stress. It is possible to not only keep stress to a minimum, you can use this temporary time in your life and career to expand your performance, be more focused and useful to your organization and just enjoy learning and developing.

The four phased process I recommend is:

1. Take time for a deeper dive on self-discovery. Now is a good time to rethink your unique offering and how you will announce yourself afresh in this new organization or position. You might need some outside help to do this but it will definitely be worth the effort. After all you are not the person you were yesterday. You've learned, adapted and even changed your mind. It's time for a new presentation.

2. With this expanded personal awareness and perhaps the guidance of a coach, you can investigate:
What personally and intrinsically motivates you about your job? That which provides extrinsic motivation can be things like increased compensation, promotions and bonuses but I'm talking about that which gives you personal energy and fulfillment in the work that you do.
What intentional choices are you making about your sense of purpose? Do you make decisions in such a way that others trust your judgement.
Are you deliberately adding to your sense of competence - what you are good at and how you can improve? Do you have plans for your personal development?
Have you taken time and even planned for charting your sense of progress? Remember to celebrate your accomplishments.

3. Experience A.E.R.A. Learning™ (take Action, understand your Experience, Reflect on the outcome, take another supportive or course correcting Action). Start a journal using A.E.R.A. and do some personal discovery learning.

4. Evaluate 1-3 and reset/revise the cycle of this four phased process and keep it alive.

Try it and tell me of your experience. What works? What's not clear? How can others help? ... Bruce