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Every organisation has values. More often than not, these values are different from the ones articulated on the poster.

Enron’s stated values were communication, respect, excellence and integrity. The existence of a values statement tells you almost nothing about what an organisation actually values, because no organisation has ever aspired, at least publicly, to lie, cheat and pillage.

Your real values are visible in your decisions, not your declarations. They show up in who gets promoted, what gets tolerated, which meetings get cancelled when the week gets busy, and what happens when doing the right thing costs money.

There are two very reliable places to look. The first is your calendar. The second is your budget. Words are cheap; time and money are expensive. If you say people development is a core value and it’s the first thing deferred when the quarter gets tight, then it isn’t a value. It’s a preference, and preferences are negotiable.

This is why values are a ‘how to’, not a ‘where to’. If you say ‘this is our vision and these are our values’, you’ve positioned your values as an aspiration. You may as well say ‘I hope we have integrity one day.’ Your values are the pathway to your ambitions, not a destination you’re hoping to reach.

INSPIRATION FROM OTHERS

“It’s not hard to make decisions when you know what your values are.” – Roy Disney

“Character is doing the right thing when nobody’s looking.” – J.C. Watts

QUESTIONS TO REFLECT ON

• If someone examined your diary and your budget, what would they conclude you value?
• Where is there a gap between your stated values and your actual behaviour?
• What behaviour are you currently tolerating that contradicts what you say you stand for?

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