If you want to know what your company values are, simply look at the evidence in how people behave. In many cases there is a difference between what is posted on the wall and what is observed by walking around. Perhaps it’s time for a chiropractic-like adjustment to bring your organization into alignment.

In the same way as a forensic accountant looks at the books of a company to see what mischief has gone on and in the same way as an autopsy reveals the cause of death, it is possible to size up your organization’s values by examining the evidence of behaviors and results.

Examples of mismatched values – differences between what we say and what we do

Stated Value: We value teamwork. Possible Reality: Managers treat employees unequally, talk behind people’s backs and play favourites. Systems and processes emphasize competition over cooperation.

Stated Value: We value innovation. Possible Reality: When someone makes a suggestion or wants to try something new, there are too many obstacles to overcome and the idea dies – and along with it, a little bit of the person’s motivation and desire.

Stated Value: We value customer satisfaction. Possible Reality: Policies and practices work against customers such as restrictive return policies, untrained staff who cannot answer questions adequately and restrictions that prevent staff from taking steps to keep the customer happy.

Stated Value: We value integrity. Possible Reality: Integrity involves a match between what we say and what we do. There are still cases of managers saying one thing and doing another. Integrity also involves acting in a way that establishes and maintains trust.

Stated Value: We value accountability. Possible Reality: Accountability requires the application of consequences – good and bad. In many organizations unacceptable behavior is not addressed and good behavior is not rewarded.

Stated Value: We value respect for one another. Possible Reality: Often there are one or two rogue leaders in a department or organization who still believe that yelling at people helps them perform better and that a culture of fear will maximize productivity, when in fact the opposite is true. Some organizations treat temporary workers with disdain, saving respectful treatment only for permanent employees.

Taking Action to Bring Values and Behaviors into Alignment

Look for Evidence: Observe the conversations, behaviors and results that are going on around you. Does it match either what the organization has said it values or what the organization would be proud of?

Link it to Results: To really drive the point home with senior management, begin to quantify the impact of the behaviors you see on measureable results. For example, business lost, employee turnover, scrap, rework, product returns.

Repair the Damage: The leader of the department or organization can draw the distinction between what is acceptable and unacceptable behaviour and apply consequences that show that he or she means business. It will take some time before everyone buys into the change, after which, the organization will be in alignment.

How UTDI Can Help Your Leaders Lead by Example

Check out our flexible solutions to give your managers, supervisors, lead hands and team leaders the skills they need to lead more proactively, positively and consistently.

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