We recently received this question from a reader:
“I have a quick question…. I am working with a client to define “values.” Bought your book and discovered that the Values Team is doing much of what you suggest, which is nice to learn! However, we are getting very hung up on what is a value, vs. a strategy. I don’t find any distinguishing definitions in the book. Any help?”
What are Organizational Values?
This is a great question and one we get asked frequently when we are facilitating Values Blueprint® Workshops. Organizational Values are those beliefs held so strongly that they drive people’s behavior and dictate how people interact with and treat each other. Values, together with their defined Behaviors, set the minimum expectation of behavior for everyone in your organization, and help to lay the ground work for your company’s culture. We call this set of Values and Behaviors a Values Blueprint®. If your organization has been working on its culture for some time, then all employees should be able to state your organization’s Values and describe the Behavior that is expected of them.
Hire the Best People with a Values-Based Interview Strategy
By: Ann Rhoades, author of Built on Values: Creating an Enviable Culture that Outperforms the Competition (Jossey-Bass, 2011.)
In your quest to attract top talent, are you hiring too many people who are just average? Why not let your best people help you select candidates who are a better fit for your corporate culture?
Getting your best people – your A Players – involved in the hiring process is a technique I call values interviewing, as part of a values-based hiring strategy.
Can lava lamps and beanbags REALLY inspire innovation?
This is a guest post by Kursty Groves of EnviableWorkPlace.com (visit their site to read more interesting articles on workplace culture, design, creativity)
News travels fast when there’s a new cool office that’s been opened – especially when that office belongs to one of the most talked-about companies in the world: Google. With about a billion requests processed per day by the ubiquitous search machine, Google’s bid to ‘organise the world’s information and make it universally accessible and useful’ is ever-becoming a reality. But what’s just as remarkable as the bold business ambition is the expectations on what Google demands of its work spaces.
Congratulations to Juniper Networks for making the list of World’s Most Ethical Companies for 2011.
We are very pleased that one of our former clients is being recognized among the top companies in the world. What follows is a letter written to Ann Rhoades of People Ink from Gregory Pryor, vice president of leadership and organization effectiveness at Juniper Networks.
Ann Rhoades provides overview of Values-Based Organizational Leadership. Video.
What drives performance in values based organizations?
The basic model that we teach and use is that organizational leaders drive the values, values then drive the behaviors, the behaviors drive the culture, and the culture ultimately defines the performance.
Successful Organizations are Predictable
By Ann Rhoades
It has been over a year in the making but my new book is finally out in book stores. Yippee!! This is a photo from a local Barnes & Noble store. More photos will be forthcoming. I would like to express my thanks to all the people who have helped bring this to publication including my partners, colleagues, clients, and friends whom I list in the book. No book is written alone and for all those who have contributed I consider it our book. My fervent wish is that the knowledge I have helped develop over the years will be useful to organizations looking to create a desirable work place where people are treated fairly and hopefully encouraged to reach both organizational and individual potential.
Normally I leave writing of books to the professors but with the many requests over the years to put our culture management model into print it seemed like a worthwhile endeavor and one that I believe people can take and literally apply within their organizations. Look for more information, content, even videos in the near future.
Our local Barnes & Noble
The following excerpt was made through The Entrepreneurs’ Organization (a dynamic, global network of more than 7,500 business owners in 38 countries)
Q&A with Ann Rhoades, author of Built on Values: Creating an Enviable Culture that Outperforms the Competition.Based on Ann’s years of experience with JetBlue, Southwest and other companies known for their trailblazing corporate cultures, Built on Values reveals exactly how leaders can create winning environments that allow their employees and their companies to thrive.
Overdrive: How integral is a company’s culture to its overall success and profitability?
AnnR: Every company has a culture, but a negative culture – where employees feel used up and spit out – works against your ability to succeed and make profit. You need a positive culture that empowers people to outperform the competition. High performers like JetBlue, Southwest, GE, Starbucks and Zappos, have a strong, distinct culture that employees are conscious of and use every day. Leaders need to keep in mind that companies like Pan Am, Eastern Airlines and even Enron had strong cultures in the beginning that ultimately became negative and failed their people. Continue reading
Ann Rhoades is featured on The Cranky Middle Manager Show. Visit the site to download the audio podcast or listen to it online. Useful and practical ideas on shaping your company’s organizational culture. Below are the show notes of topics covered in the podcast:
Today Wayne Turmel talks to author Ann Rhoades about her new book: “Built on Values, Creating an Enviable Culture That Outperforms the Competition”.
Can you consciously create a culture or is it something that happens by accident?
How do you decide on your values and how can your company actually stick to them?
By Ann Rhoades.
(This article was published in the January 2011 edition of Leadership Excellence Magazine which I recommend as a valuable leadership development resource. More information about the magazine is at bottom of this page)
The Behavior of Leaders Tells the Real Values…
…of a company. Often, the values as they are lived bear little resemblance to stated values sanctified in a mission statement. Some leaders believe that all they need to do is proclaim a set of values and culture will magically change, but that does nothing to retool the values that control actions on the front line. Changing those inherent values takes more effort and can’t be done by any leader or executives acting alone.
Creating High Performance Teams for your Organization
As of today The Orange revolution is currently in the top 25 on Amazon in the categories of leadership and management. Congratulations. We give The Orange Revolution a thumbs up and high recommendations. This book will have broad appeal but be especially useful to department and project mangers, human resources, business leaders, CEO’s, and other executives. Anyone gathering to work with others as a group will walk away with something useful from this book.
A great deal has been written about customer service.
In our experience, transparency is the differentiating factor between good and great customer service companies.
Leaders who… make decisions based on what is “right” for the customer, above all other considerations, win customer loyalty in the long term leading to sustainable bottom-line results.
Principle four - People Ink Culture Model
Leaders of values-centric cultures do a few key things consistently to ensure good customer service. Some keys for success include: