“Don’t tell me what you value; show me your budget, and I’ll tell you what you value.” –Joe Biden
Put your values into action
A lot of energy goes into defining an organization's Vision, Mission and Values. It's an exciting time and an inspiring exercise. Usually, steps are taken to put this Core Ideology into action but it often remains separate from the hard core center of the business. It doesn't have to be that way. MaryBeth Hyland dedicates the second half of her book, "Permission to be Human: The Conscious Leader's Guide to Creating a Values-Driven Culture" to this topic.
During our previous conversation (Episode 48), MaryBeth and I discussed wellbeing and mental health in the workplace. Today, we focus on integrating values into cultural norms and operations, top to bottom.
Put simply, MaryBeth shares how to “walk the talk.” She shows how to catapult your values into action throughout your organization – and explains the consequences of failing to do so. Operationalizing your values is the pivotal next step for seeing your values leap off the conference room posters to make a tangible impact.
Be clear about expectations concerning values when hiring
[08:09] “You need to have your values as a part of your process for hiring. Because it is not fair, it is not kind to hire somebody without clear expectations of how they're going to be showing up every day.
Your values guide your actions
[08:28] “Your vision is your ‘why’ and your mission is what your values are - your ‘how.’ If you have clearly stated values of how you're going to go about accomplishing your ‘what’ and your ‘why,’ but you don't hold anyone accountable to them, then you're basically telling people, they don't matter, and they're not real.”
Tracking alignment to your values
[16:28] “You can look at a budget, let's say, for an organization overall, and start connecting line items to values. You could say, ‘Oh, wow, 70% of our budget is skewed towards 'excellence', whereas we really need to beef up our areas of 'people first'."
[16:51] “And that's the same for our schedules – being able to color-code your schedule based on the values you're activating. When you visually look at your time, you can see, 'how much am I really investing in these values that I'm here to embody? And how can I start to balance those out?'”
[15:20] “If you really want change, and depth and width in what you're trying to create with operationalizing your values, you need to invest in them financially as well.”