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Building a Values Based Organization
- 1. Building a Values-Based Business 1
- 2. What you will gain from this session: • See examples of values-based businesses in action • Learn what it takes to become a value- based business • Explore how you can incorporate values into your business
- 3. Quick Intros • What is your business? • One fun fact about your business
- 4. Our Story A bit about us • Ying/Yang • 1+1=3 • Certified WBENC • Don’t do Partnerships • Shared Values and Shared Culture
- 6. What is a Values-Based Business? • A living, breathing culture of shared core values among all employees. • A culture shaped by a clear set of ground rules establishing a foundation and guiding principles for decision-making, actions and a sense of community. For their part: • Employees find alignment between their personal values and the organization’s values creating a unified and motivated workforce. • Management and leadership set examples for their organizations and live the values they preach. Strongly held value systems rarely change yet remain flexible to handle changes in strategy or outside influences such as competition or the economy. http://www.shrm.org/templatestools/hrqa/pages/whatdoesitmeantobeavalues-basedorganization.aspx
- 7. Core Elements Your Business Culture Core Values Vision/Mission
- 8. Why is it important? 3x Employees who derive meaning and significance from their work were more than three times as likely to stay with their organizations — the highest single impact of any variable in a NYT survey. 84%Say that helping to make a positive difference in the world is more important than professional recognition. (Bentley) 67% Of employees prefer to work for a socially responsible company and 55% of consumers will pay extra for products and services from companies committed to positive social and environmental impact. (Nielsen)
- 9. Patagonia’s Mission Statement Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis. Our Reason for Being Our values reflect those of a business started by a band of climbers and surfers, and the minimalist style they promoted. The approach we take towards product design demonstrates a bias for simplicity and utility. For us at Patagonia, a love of wild and beautiful places demands participation in the fight to save them, and to help reverse the steep decline in the overall environmental health of our planet. We donate our time, services and at least 1% of our sales to hundreds of grassroots environmental groups all over the world who work to help reverse the tide. We know that our business activity – from lighting stores to dyeing shirts – creates pollution as a by- product. So we work steadily to reduce those harms. We use recycled polyester in many of our clothes and only organic, rather than pesticide-intensive, cotton. Staying true to our core values during thirty-plus years in business has helped us create a company we're proud to run and work for. And our focus on making the best products possible has brought us success in the marketplace.
- 10. Warby Parker was founded with a rebellious spirit and a lofty objective: to offer designer eyewear at a revolutionary price, while leading the way for socially conscious businesses. • We believe that buying glasses should be easy and fun. It should leave you happy and good-looking, with money in your pocket. • We also believe that everyone has the right to see. • Almost one billion people worldwide lack access to glasses, which means that 15% of the world’s population cannot effectively learn or work. To help address this problem, Warby Parker partners with non-profits like VisionSpring to ensure that for every pair of glasses sold, a pair is distributed to someone in need.
- 11. Culture 1. Treat customers the way we’d like to be treated. They don’t call it the golden rule for nothing. Shopping for glasses should be fun, easy, and not ridiculously expensive. 2. Create an environment where employees can think big, have fun, and do good. Sometimes people say to us: “If you love your job so much, why don’t you marry it?” (Answer: we would if we could.) 3. Get out there. No company is an island. Serving the community is in our DNA—from distributing a pair of frames for every pair sold to sponsoring local Little League teams (Go Giants! Go Skyscrapers!). We also work with Verité to ensure that our factories have fair working conditions and happy employees. 4. Green is good. Warby Parker is one of the only carbon-neutral eyewear brands in the world. Our customers, employees, community and environment are our stakeholders. We consider them in every decision that we make.
- 12. Recap 1. You can’t force culture. Foster environment. 2. You are on the outside what you are on the inside. Authenticity counts. 3. Success is doing the right things the right way. Culture empowers. 4. People do exactly what they are incented to do. Right fit. 5. Maintenance is key. Input = Output. http://www.peopleink.com/blog/5-steps-to-creating-a-values-rich-organizational-culture/
- 13. How you do it Create a believable vision/mission Ask what do you stand for Articulate your company values Walk your values Reward, Recognize and Revisit
- 14. Our Vision Build a values-driven business as a model for others through healthy practices for ourselves, our families, and our communities (Clients, Local, Women). Our Mission Be the “Third Hand” for our stakeholders What We Believe We believe our clients deserve a trusted partner who provides…. • Unbiased analysis of your strategy • More bandwidth to meet your goals • Insights to drive organizational change • A objective sounding board We believe our business should…. • Be a recognized sustainable and values based growth business model • Foster an environment of wellness and well-being for our clients and ourselves • Be a fun results oriented work environment Our Values • Integrity and honesty in our relationships • Authenticity and transparency in our purpose • Creative and open-minded in our solutions • Foster a culture of fun and continuous improvement
- 15. Walking the Talk: Local, Women 1% Revenue + Time
- 16. Our World View
- 18. Now Your Company • What is your company vision (internal) mission (external)? • What do you stand for? • What does your company stand for? • How will you communicate that internally and externally? • What’s your process for rewarding, recognizing and revisiting?
- 19. Did we do it? • See examples of values-based businesses in action • Learn what it takes to become a value- based business • Explore how you can incorporate values into your business
- 21. Appendix
- 22. Hale Advisors provides a ‘third hand’ to make our clients’ jobs easier so they can get more done. We provide honest and thoughtful feedback to help them do what they need to do to bring real, significant changes within their organizations. We support our clients in providing their brand teams the tools and knowledge they need to more effectively do their jobs. Our services include organizational readiness, guidelines development, educational design, brand valuation, and organizational support. – Quite simply, our job is to make our clients’ jobs easier! – Simplifying the digital channel is our specialty. – Understanding the need for integration is our core. – Partnership is our strength. – And most importantly, we get the job done!
Notes de l'éditeur
- “Purpose: Employees who derive meaning and significance from their work were more than three times as likely to stay with their organizations — the highest single impact of any variable in our survey. These employees also reported 1.7 times higher job satisfaction and they were 1.4 times more engaged at work.” NY Times – Why You Hate Work 84% say that helping to make a positive difference in the world is more important than professional recognition. Bentley University's Center For Women And Business 67% of employees prefer to work for a socially responsible company and 55% of consumers will pay extra for products and services from companies committed to positive social and environmental impact. Nielsen
- You can’t force culture. You can only create environment. A culture is the culmination of the leadership, values, language, people processes, rules and other conditions, good or bad, within the organization. However, leaders cannot “create culture change,” even if it is badly needed; they can only create the right conditions for it to arise. You are on the outside what you are on the inside. What many leaders don’t understand, except perhaps intellectually, is that you cannot create a great customer service organization if you treat employees badly. You can’t force people to smile and treat customers well, especially when they feel ill-used themselves. Not surprisingly, those organizations that do customer service best also treat their employees best. Success is doing the right things the right way. One of the best reasons for redefining corporate values is that well-defined values can help you — and your employees — make better decisions. In values-rich companies, most decisions about customer service can be made by front-line employees. A win there is a happy customer who did not have to speak to a supervisor. By defining your values and the behaviors based on them, you also simplify the task of day-to-day decision-making: “Does that make sense in light of our values?” is all you or your employees have to ask yourselves. People do exactly what they are incented to do. Your values will be perceived as hollow and meaningless unless you base compensation and rewards on expressions of the behaviors that go along with the values. Hiring methods, too, must be revised to select people who already possess the values important to you. You must be courageous enough to fire those who don’t. Even long-time employees. Even executives. Otherwise, they will render your ideal culture impossible. Input = Output. Organizations will only get out of something what they are willing to put into it. Values maintenance — what we call continuous improvement — is as important as values creation. In other words, you are never fully “done” with culture change; you must be vigilant that no one backslides into old ways.
- B Corp is to business what Fair Trade certification is to coffee or USDA Organic certification is to milk. B Corps are certified by the nonprofit B Lab to meet rigorous standards of social and environmental performance, accountability, and transparency. Today, there is a growing community of more than 1,000 Certified B Corps from 33 countries and over 60 industries working together toward 1 unifying goal: to redefine success in business.
- THE HANDOUT WORKSHEET has SLIDE 13: How you do it? AND THIS, from Slide 18: Now Your Company: 1. What is your company vision (internal)? 2. What is your company mission (external)? 3. What do you stand for (values) 4. How will you communicate that internally and externally? 5. What’s your process for Rewarding, Recognizing and Revisiting?