Organizational values roll-out to change the culture of an organization.
How to develop a strategy, plan and budget to communicate values throughout your organization and translate organizational values into behaviours.
This article describes our step by step values tool. To go directly to the tool click the button below.
Your task: To roll out or communicate organizational values in order to change an organization's culture.
You may have been asked to:
- Communicate your organization's new values to different regions, divisions, SBUs or departments.
- Develop a programme to translate the organizational values into behaviors. Get both individuals and teams to act in a way that supports the new values.
- Link your organization's reward systems to the new values.
- Ensure employees practice the new behaviours over and over again, until they become habits.
- Embed your new values into your organization's culture.
How to roll out new organizational values so that they change the way each team and each individual behaves.
But, simply communicating your new values and telling people to live by them is not going to change the way people behave in your organization, or you organization's culture.
What can go wrong when you roll out or cascade new values throughout an organization? Why values don't change an organization's culture.
Most new values fail to change either the organizational culture, or the way employees behave towards one another or towards their customers. This is because:
- Communicating values is done in a once-off workshop or communication session. Once the workshop is over, nothing changes. Employees go back to their existing behaviours and habits.
- Employees lack the confidence, skill, and support to do what values require of them. Employees who are used to following policies and procedures and doing what their boss tells them to do, find it difficult to know what to do to live out values such as service excellence, 'customer focus, 'ethical' or 'innovative', or 'accountable.' Getting employees who are used to structure, to take a risk so as to live values such as 'customer focused' or 'innovative' requires far more than one workshop to get right.
- Employees are used to working in divisional and departmental silos. Many organizational values require employees to think beyond the boundaries of their own teams and to work in the best interest of their customers or the whole organization.
- There is a lack of alignment between the new organizational values and existing organizational policies, procedures and systems. Living by the new values often means employees have to go against an existing policy or procedure.
- Employees get confused by mixed messages about what is important.
- Their new values tells them one thing (for example - look after your customer.)
- Their leaders tell them something else (for example - increase sales.)
- Their procedures something quite different (for example - cut costs.)
- They see people who don't live the new values being rewarded for doing something completely different. (for example - political posturing.)
- So for many employees, the easiest way to make sense of conflicting expectations is to continue doing what they did before.
New values that are communicated once to employees, will not change their behavior.
It takes careful planning and hard work to change an organizational culture so that everyone behaves in ways that support the new organizational values.
What is the step by step guide to rolling out values in an organization?
The values roll-out step by step guide consists of 5 steps.
Each step consists of a number of tasks.
Behind each task is a detailed guide that you can follow to complete each task.
How to use the step by step guide to rolling out organizational values.
As you complete each task, click the "Click when done" button. This will record your progress, so that when you come back ready to do the next task, you continue where you left off.
By completing each task, and each step in the process, you will be on your way to developing a powerful process for rolling out new values in an organization. You will develop a strategy, plan and budget that builds in stakeholder support and that you can present with confidence to the CEO and a board of directors.
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