Leaders’ behaviours reveal their true values

I read with interest Bill Howatt's Dec. 31 article “Why workplace cultures struggle with value gaps.”

I have long had an abiding interest in organizational values and culture, which he addresses in his article. I certainly can't match Howatt's impressive credentials, although there are elements in his article I'd like to weigh in on, based on my experiences in 13 organizations over a 48year (and counting) work life.

For example, the article starts with the question: “Does your organization have a set of values?” Then it goes on to say: “If it does ...”. Wait, what? “If” it does? I would contend that any group of people working together in business, at a not-for-profit, even a book club, has a set of values. In many cases, they are unspoken or unwritten, but they're definitely there.

I contend the values of leaders are demonstrated on a daily basis by their behaviours — what and how and to whom they communicate; how decisions get made; who has access to leaders; who gets promoted, hired and fired; right down to the way they dress. Every single aspect of their behaviours reflect the leaders' values. It doesn't matter what leaders might say they value; their actions speak far louder than their words. (Leaders flounder when their behaviours contradict their stated values. For example, if leaders hold out excellence as a value, but tolerate poor performance, this contradiction undermines their authority and creates conflict within the organization.)

Howatt writes about “creating values” in an organization. I believe the only way this can be done is through a shift in leaders' behaviours. The way they conduct themselves signals their values in a far stronger way than simply stating a desired change.

The day-in, day-out experiences of the organization's members is a powerful force. To reinforce desired values, leaders need to fully explain the values upon which decisions are made and actions are taken. And they must consistently apply these values, even when it's inconvenient or costs more.

The fact is, a powerful message is sent when a difficult or expensive option is pursued because it reflects the organization's values. Leaders' values in turn create the organization's culture — how things get done. This culture presents itself in the behaviours the group deems acceptable or unacceptable, as determined by its leaders. This culture determines the experiences of the members of the group.

For example, in some organizations, arriving late to meetings is acceptable. In others, punctuality is expected. In some organizations, civility and decorum are valued. In others, meetings are freewheeling and can appear chaotic to an observer, but it works in their culture.

In a company providing a product or service, this internal culture drives its customers' experience, both with the product and the people who provide the product or service — its brand. And, in turn, the customers' experience has a direct effect on the sustainable performance of the company. A shoddy product backed by poor service won't last long in a competitive marketplace.

To sum up: Leaders' behaviours reveal their values. Those values create the organization's culture and brand.

The culture and brand drive the employees' and customers' experience.

Those experiences power the organization's sustainable performance, either good or bad.