In "The Four Keys to Becoming a Talent Magnet Organization," Pamela Stroko, Vice President, HCM Transformation at Oracle, states that "what distinguishes talent magnet organizations from everyone else is that first and foremost, they live their values." They consult values such as trust/character, focus/priorities, engagement, and telling the truth, when making decisions. Values are lived through talent processes because they touch everyone in the organization. Values are the "who we are" and "what we aspire to become" and the talent practices and habits in the organization are the how.

1. WALK THE TALK:
Turning Organization’s Purpose
and values into Habit
Seta A. Wicaksana
Founder and CEO of
www.humanikaconsulting.com and hipotest.co.id

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Anggota Komite Nominasi dan Remunerasi Dewan Komisaris PT Askrindo
• Sekretaris Prodi MM Program Pasca Sarjana Universitas Pancasila
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam
menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia
dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum
(2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi
di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan
Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI,
Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara

3. "Every action you take is
a vote for the person you
wish to become.“
James Clear

4. Why Purpose, Values and
Habits Matter
• In "The Four Keys to Becoming a Talent Magnet
Organization," Pamela Stroko, Vice President, HCM
Transformation at Oracle, states that "what
distinguishes talent magnet organizations from
everyone else is that first and foremost, they live their
values."
• They consult values such as trust/character,
focus/priorities, engagement, and telling the truth,
when making decisions.
• Values are lived through talent processes because
they touch everyone in the organization.
• Values are the "who we are" and "what we aspire to
become" and the talent practices and habits in the
organization are the how.

5. Why Purpose, Values and Habits
Matter
• The idea that values matter is tied to one of the defining tenets of positive
psychology, which is that people seek intrinsic versus extrinsic motivation.
• They're seeking motivation from within - work they feel good about doing,
rather than what they are rewarded for doing, or punished for not doing.
• What this means in the workplace is that it's important to people to do work
they feel is valuable, to achieve purpose they feel is important, for a company
whose values they find inspiring.
• Habits then, are the actions we take every day to meet those ends.
• Study after study shows that today's employees aren't just looking for a
paycheck or to avoid risk, they're looking for fulfillment, opportunities to
advance and other, more personal drivers of engagement.
• Customers too, want to buy from companies that they feel reflect their own
values. But people today are skeptical - it's not enough to espouse a purpose or
claim a set of values. People need to "see it to believe it."

7. Habit
• a habit is something that is done
repeatedly, often to the point where
it may become subconscious.
• Habits are something you do without
thinking once they are established.
• Aristotle said that "We are what we
repeatedly do: Excellence, therefore,
is not an act but a habit."
• The best people - and the best
companies - don't just do the right
things occasionally, they make them
habits by doing them every day.

8. The problem
with habits
• Some habits, like listening and
communication are positive, while
others, like procrastination or clock-
watching are not.
• As leaders we want to establish and
strengthen the habits that are
beneficial and positive, while
eliminating those that are not.
• That means our habits must align with
the values we want to promote, both
at an individual and organizational
level.
• Habits, after all, are how you walk
your talk.

9. Essential Habits to Align Purpose
and Values With Actions
"Purpose Inspires. Values Guide. Habits Define." The
purpose is about why we do what we do, Values are how
we achieve the purpose. Habits are what we do every
day that reflects our purpose and values. Habits are
purpose and values made visible.

10. How Habits Work
• the routine is recognizing a team member, for
example publicly acknowledging their
accomplishment.
• The cue is the prompt that causes the routine
to happen.
• Cues may take many forms including location,
time, an emotional state, other people, or an
immediately preceding action.
• Here, the cue may be an immediately-
preceding action – a team member doing
something exceptional.
• The reward is the craving that is satisfied by
the routine.
• In this example, the reward may be the
emotional response. It feels good to make
others feel good.

11. The Role of Individuals
in Habit-Building
• Individuals can choose the routine they want to start or
stop based on the reward they’re hoping to experience,
and use best practices to do so sustainably, such as
starting with micro-behaviors.
• However, when it comes to cues, individuals have less
control. Whereas a 2006 meta-analysis by Thomas
Webb and Paschal Sheeran found that intentions to
change behaviors are only modestly related to actual
behavior change, several studies by habit expert,
Wendy Wood, and her colleagues estimate that 45% of
daily behavior happens in the same place at the same
time – or location and time cues.

12. The Role of Organizations
in Habit-building
• Defining the routines to start and stop
• Organizations can help employees develop habits by clearly
defining what routines to start—and those to stop. One of the
best ways for organizations to determine this is to disaggregate
their strategic and cultural aspirations into individual-level goals
and behaviors to work toward.
• For example, a global steel company undergoing an agile
transformation identified proactively sharing materials and
discussing the company’s vision as two core routines required to
achieve its cultural pillar, collaboration.
• Changing cues in the environment
• One of the most powerful ways to disrupt old habits and empower
new ones is to change the environment. Research suggests that
organizations can proactively change the environment and cues
through formal mechanisms or retroactively develop new cues in
response to unavoidable environmental changes.
• By changing formal mechanisms, organizations can both disrupt
old habits and create new ones with one single shift. For example,
Virgin Atlantic disrupted their flight captains’ fuel usage habits and
decreased fuel costs by 3.3 million pounds by providing monthly
usage reports.

13. Change,
Values, and
Purpose
• Some smart guy once said, "Purpose should last for 100 years."
Values also should be relatively unchanging. So how do we
adapt these unchanging ideas to fit a world where the only
constant changes are?
• Through daily habits. Daily habits are how we live out our
purpose and put values into practice. Our habits are about
integrating unchanging ideas into a world that is changing all
around us. We can't change our purpose or values whenever a
new technology or idea comes along, but we can change our
habits to incorporate new ideas and new ways of doing things.
• That's why one of the most important habits we can cultivate as
leaders is to become expert navigators of change.
• Change is necessary as new people, technologies, and ideas
replace old ways of doing business. Companies that want to last
for as long as their purpose must be able to adapt as new
generations come on board, gain experience and eventually
move into leadership. As leaders, we too must evolve and learn
new ways of working and living in a changing world.

14. “Many of today's executives are in a
personal quandary. They don't know
how to change or evolve on their own
without learning from the insights and
expertise of the younger generation.
Yet, within the next ten years, it will
be clear that companies that value
evolution will win, and those with
inclusive, connected cultures will win.
Those that think of innovation as a
one-day event or a 'think tank group',
will struggle.”
• Erica Dhawan, CEO of Cotential and a
leadership strategist

15. Putting Ideas into
Action
• One of the biggest challenges around values and
purpose is that people have a hard time translating
"big ideas" into specific actions and making those
part of the culture over the long term.
• Says Jenn Lim, CEO & Co-Founder of Delivering
Happiness and creator of the first Culture Books
for Zappos, "The problem is that everyone has a
set of values but once they launch these programs,
after a short while everyone goes back to their old
habits. So we have to change that."

16. Four
Essential
Habits for
Leaders
Connect company to individual purpose
Make time for new Ideas
Ask, don't tell
Communicate values through behavior

17. • The main difference between habits
and routines is how much aware and
intentional you are. A habit usually
manifests itself as an automatic urge
to do something, often triggered by a
particular cue. The stronger the
connection between the trigger and
the habit, the more ingrained the
habit.
• Both habits and routines are regular
and repeated actions, but habits
happen with little or no conscious
thought, whereas routines require a
higher degree of intention and effort.
• With enough time and the right
techniques, routines can turn into
habits, but it is not an automatic,
unconscious process. One needs to
want to turn a routine into a habit for
the process to happen.
Difference Between Habits And
Routines

18. • Much has been written about habit
creation—like many, I have read the
excellent Atomic Habits by James Clear, as
well as the original The Power of Habit by
Charles Duhigg. In the end, it boils down
to the classic habit loop.
• The hardest part is obviously to execute
the routine right after the cue. As we
discussed, habits are automatically
triggered by cues, whereas routines
require a conscious effort on your part.
• Therefore you can use some tricks to
make it slightly easier to go from cue to
routine and build a lasting habit loop. A
popular one is habit stacking: designed by
Professor BJ Fogg, this approach consists
in taking baby steps by anchoring a new
tiny habit to an existing one. For example:
“After brushing my teeth, I will change
into my workout clothes and walk for ten
minutes.”
• If you are interested in productivity,
you’re probably already aware of these
hacks. But how can you take it to the next
level and go beyond creating high-level
routines?
Turning Habits
Into Routines

19. Classic Habit Loop
• Cue: choose a trigger to tell your brain to
start the routine you want to turn into a
habit.
• Routine: execute the routine, ideally starting
with a small, actionable chunk. Don’t go for
an overly ambitious new routine from the get
go.
• Reward: do something enjoyable, which will
tell your brain that this particular habit loop is
worth remembering for the future.

20. From Routine To Ritual
• The difference between a routine and a ritual
is the attitude behind the action. While
routines can be actions that just need to be
done—such as making your bed or taking a
shower—rituals are viewed as more
meaningful practices which have a real sense
of purpose.
• Rituals do not have to be spiritual or religious.
What matters is your subjective experience.
With rituals, you are fully engaged with a
focus on the experience of the task, rather
than its mere completion.
• Applying mindfulness to daily routines is a
great way to create rituals for yourself.

21. • Showering can become an opportunity to
become mindful of your body and its
connection to your mind. Focus on the
sensation of the water on your skin and the
way your thoughts seem to flow more easily.
• Research shows that mindful eating can
indeed improve the flavor of your food,
making you feel more satisfied. Pay attention
to the textures and the way you chew.
• Even cleaning the house can be used as a way
to become more aware of your body
movements and sensations in your muscles
and joints.
• One of my favorite rituals is journaling. It’s
one of the cornerstones of my mental gym.
Science has shown that just writing one thing
you’re grateful for can have significantly
positive effects on well-being.
• Whatever the ritual, mindfulness is a very
powerful tool to design your life and avoid
living it on autopilot.
Applying Mindfulness

22. What Kinds of Habits
Should Manager Be
Trying to Establish?
• Give Employees Space To Express
Themselves
• Connect Strategy to Purpose With
Transparency
• Empower People to Put Values in
Action
• Be the Best Version of You
• Hire for Culture, Make Happiness
a Habit
• Build Psychological Capital By
Focusing On Why

23. References
• https://nesslabs.com/habits-routines-rituals
• https://www.inc.com/adam-fridman/four-essential-habits-
to-align-purpose-and-values-with-actions.html
• https://www.inc.com/adam-fridman/walking-the-talk-six-
ways-positive-habits-promote-values-every-day.html
• https://www.frontiersin.org/articles/10.3389/fpsyg.2019.0
1504/full
• https://www.thegrowthfaculty.com/blog/topquotesatomic
habits
• https://jamesclear.com/identity-based-habits

24. Learning and Giving
For Better Indonesia
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