In my opinion, this is the difference between a manager and a leader.
That said, the larger the organization, the more wheels turning. This often means being an effective manager is a good manager. This is enough (for this time period). After all, if we can just motivate folks to show up. That's a win. Additionally, it'd be nice if we quit making folks jump through so many hoops to get a college degree or a diploma in the trades.
I would love to see us make the college experience be more meaningful across the board. Too many college programs are treated as training rather than educational opportunities.
Another great post containing great value. This advice is worth repeating - "Turning values into valued behaviors requires leaders to make choices regarding what they really value and want from team members."
Unfortunately, part of the problem is that many leaders have not yet figured this out for themselves. But the real TRUTH is that many organizations have not figured this out either, so how can leaders be expected to know what is expected of them.
Only the best and most successful organizations understand what is being expressed. It is within their culture and their very nature.
I believe this article was extremely useful. While strong concepts are certainly worthy, it's important to provide clear examples of what actions are necessary to make them reality.
Focus on those actions, not just concepts. Got it. Thank you!
This post nails a subtle but important difference: values are aspirational but behaviors are operational. A value like 'Teamwork' sounds great on paper, but without actionable guidance, it stays a nice idea. Your example of transforming 'Respect' into 'listening without interruption' is a great direction towards actionable guidance —it’s a behavior anyone can model immediately. Take note: if culture is the soul of your organization, valued behaviors are its heartbeat.
An excellent post! A great reminder for me as a coach to not only be clear when I share my core values but to also ensure the leaders I work with push the behavior accompanying their values down to the field.
Hi Steve…I have learned that a willingness to repeat the values consistently is very helpful, but holding people accountable- especially managers at every level- to ensure our every behavior, symbol/sign, and system reflects what we hold important is the critical aspect. Firmly believe we reproduce who we are and that everyone responds more so to what they see than what’ll they hear.
Spot on! Unless organizational values make sense to the employees, they don't work.
What I've found useful is to create a cheat sheet where the value is broken down into actions (like you said in the article).
'If the person is demonstrating the value of teamwork, what would they do, say and act like.'
This makes it very clear what values look like.
However, everyone has to demonstrate the values. If the leaders from the CEO all the way down to the newest team leader don't demonstrate these values, no one will.
I often reflect on what Walmart taught me during my six years (give or take) with them. Their company culture when I worked for them was:
-Service to the customer.
-Respect for the individual.
-Act with Integrity.
-Strive for excellence.
They gave us these four simple commandments. It's no wonder that some other organizations from different industries are taking notes on what retailers do (especially after the COVID-19 pandemic).
This piece highlights an important shift leaders must embrace: moving from abstract ideals to clear, actionable expectations. But here’s a question worth asking—how do leaders ensure these valued behaviors evolve organically rather than feeling prescriptive or imposed?
A risk of overly specific behavioral mandates is that they can stifle initiative if employees feel constrained by rigid rules. To push this further, leaders might consider co-creating these behaviors with their teams, asking: What does living this value look like in your role?
I agree with this. When I worked at Great Ormond Street Hospital, there were value statements and example behaviours that would demonstrate the values being lived. I thought it was very helpful. I haven't seen that elsewhere but will definitely be thinking about it if/when my next role puts me in a position where I'm able to influence that!
This is good advice. It’s also helpful if the leadership actual practices and models the values.
Good morning Professor Salvucci,
I agree.
In my opinion, this is the difference between a manager and a leader.
That said, the larger the organization, the more wheels turning. This often means being an effective manager is a good manager. This is enough (for this time period). After all, if we can just motivate folks to show up. That's a win. Additionally, it'd be nice if we quit making folks jump through so many hoops to get a college degree or a diploma in the trades.
Thank you for your time.
-Joe
I would love to see us make the college experience be more meaningful across the board. Too many college programs are treated as training rather than educational opportunities.
How many of these are practical/behavioral enough?
The Team Value Statements for the UNC Champion Women's Soccer program:
I. We don’t whine.
II. We work hard.
III. The truly extraordinary do something every day.
IV. We choose to be positive.
V. When we don’t play as much as we would like we are noble and still support the team and its mission.
VI. We don’t freak out over ridiculous issues or live in fragile states of emotional catharsis or create crises where none should exist.
VII. We are well led
VIII. We care about each other as teammates and as human beings.
IX. We play for each other.
X. We want our lives (and not just in soccer) to be never ending ascensions but for that to happen properly our fundamental attitude about life.
XI. And we want these four years of college to be rich, valuable and deep.
An Interview with Anson Dorrance Head Women’s Soccer Coach at The University of North Carolina -- http://www.zoneofexcellence.ca/Journal/Issue11/PsychologicalAspects.pdf
Another great post containing great value. This advice is worth repeating - "Turning values into valued behaviors requires leaders to make choices regarding what they really value and want from team members."
Unfortunately, part of the problem is that many leaders have not yet figured this out for themselves. But the real TRUTH is that many organizations have not figured this out either, so how can leaders be expected to know what is expected of them.
Only the best and most successful organizations understand what is being expressed. It is within their culture and their very nature.
A discussion that simply asks the question is a great place for any team to start.
Orgs that incorporate that kind of practice will be off to a good start.
I believe this article was extremely useful. While strong concepts are certainly worthy, it's important to provide clear examples of what actions are necessary to make them reality.
Focus on those actions, not just concepts. Got it. Thank you!
This post nails a subtle but important difference: values are aspirational but behaviors are operational. A value like 'Teamwork' sounds great on paper, but without actionable guidance, it stays a nice idea. Your example of transforming 'Respect' into 'listening without interruption' is a great direction towards actionable guidance —it’s a behavior anyone can model immediately. Take note: if culture is the soul of your organization, valued behaviors are its heartbeat.
An excellent post! A great reminder for me as a coach to not only be clear when I share my core values but to also ensure the leaders I work with push the behavior accompanying their values down to the field.
Yep! Have a typical way that they get pushed down, Gary?
Hi Steve…I have learned that a willingness to repeat the values consistently is very helpful, but holding people accountable- especially managers at every level- to ensure our every behavior, symbol/sign, and system reflects what we hold important is the critical aspect. Firmly believe we reproduce who we are and that everyone responds more so to what they see than what’ll they hear.
Spot on! Unless organizational values make sense to the employees, they don't work.
What I've found useful is to create a cheat sheet where the value is broken down into actions (like you said in the article).
'If the person is demonstrating the value of teamwork, what would they do, say and act like.'
This makes it very clear what values look like.
However, everyone has to demonstrate the values. If the leaders from the CEO all the way down to the newest team leader don't demonstrate these values, no one will.
Exactly. If values can't be demonstrated, what good are they anyway?
Good morning,
Well said.
I often reflect on what Walmart taught me during my six years (give or take) with them. Their company culture when I worked for them was:
-Service to the customer.
-Respect for the individual.
-Act with Integrity.
-Strive for excellence.
They gave us these four simple commandments. It's no wonder that some other organizations from different industries are taking notes on what retailers do (especially after the COVID-19 pandemic).
Thank you for your time.
This piece highlights an important shift leaders must embrace: moving from abstract ideals to clear, actionable expectations. But here’s a question worth asking—how do leaders ensure these valued behaviors evolve organically rather than feeling prescriptive or imposed?
A risk of overly specific behavioral mandates is that they can stifle initiative if employees feel constrained by rigid rules. To push this further, leaders might consider co-creating these behaviors with their teams, asking: What does living this value look like in your role?
Right, behavioral mandates usually would not be the way to go.
Anything that feels like coercion won't truly be part of an org's culture.
I agree with this. When I worked at Great Ormond Street Hospital, there were value statements and example behaviours that would demonstrate the values being lived. I thought it was very helpful. I haven't seen that elsewhere but will definitely be thinking about it if/when my next role puts me in a position where I'm able to influence that!