We look forward to hearing from you
Lewes+44 (0) 7813813371 info@charitycheckup.co.uk
We look forward to hearing from you
Lewes+44 (0) 7813813371 info@charitycheckup.co.uk

Core Values and Behaviours – Part 1


You don’t know what and are, perhaps even what they are for. You are running an SME maybe, a small charity a medium sized enterprise and despite the best will in the world you are lurching from one firefight to the next. You are successful many ways, but staff don’t stay, stability is never quite there.

you say, of course we have …work hard play hard, take responsibility, just get on with it. But these aren’t , they are ‘vibes’ they are a kind of feel for the place but they don’t truly influence behaviour.

They are your principles your beliefs or philosophy of , and come what may they last, sometimes forever. A fantastic example of this is the Judo moral code, enshrined by Jigaro Kano in 1882 for the new sport of Judo.

Courtesy To be polite to others

Courage To face difficulties with bravery

Honesty To be sincere with your thoughts and actions

Honour To do what is right and stand by your principles

Modesty To be without ego in your actions and thoughts

Respect To appreciate others

Self Control To be in control of your emotions

Friendship To be a good companion and friend

·       and help us in the process of decisions. For example, if one of our and is to stand behind the quality of our services, any service or part of a service not reaching the satisfactory standard must be automatically reviewed.

·       and educate service users, clients, customers and the public about what tyour organisation is all about is about and clarify your identity. Having a set of specific and that speak to the public is a priority. Sometimes one of these can become your byline, think of ‘never knowingly undersold’

·       and are becoming major recruiting and retention tools. With the job seekers evaluate as well, they examine what goes on in the companies they are applying for (think of what Glassdoor.com does here with its reviews) and then they work out whether or not you have the that they think are important…well they do that if you have a set of and for them to understand. Otherwise they float on in and then float on out again. Yes but I don’t have time you say I’m busy, I can formulate all that…you don’t have to. Your staff will do it for you. And if they and you get it right remember and are timeless and do not change; they are sustainable in the longer term, that Judo code is over 100 years old.

So how do I find of what the and are for my organisation and set them up. Well lets start by what you don’t want to do, that is pluck them out of thin air because you think they sound cool. There is not a one size fits all here, this is not process or best practice. Ge this right and you will always recruit the right people and keep them. You can even have the same as a competitor, as long as they are authentic and you came about them in the right way.

So what do we do, what’s next? Well, you need a small group of maybe 6 or 7 people, not just senior managers, but high performers from all levels of your organisation, maybe people who have stuck around and know you well. People you hope understand your organisation instinctively. You can’t programme people with these and . You have to ask them together to list hat they think are the and of the company. Then the group must answer some basic questions about the they have come up with.

·      Is what they have written don a blue and behaviour of the organisation whether or not it gets written down or put on a list or not

·    You won the lottery, you leave the organisation are these and that matter outside of work too. (look at that Judo Code to get an idea here)

·      100 years from now everything has changed, tech, actions, hair cuts, but do you imagine the list would still matter

·      How important are these , what would you give up for them If they because of economics put your company at a disadvantage would you still want them to be the companies behaviour and (think miracle on 34th street here)

·     Your individual success allows you to leave and set up on your own, which of these would you take with you for your new startup?

In follow up article I will offer you some standard that come up in these exercises and then ways to continue to communicate your and ensure match them on an ongoing basis. The last thing we want here is a ‘WORN’ document (Written Once, Read Never) Your and are not just to put up on the wall, but must actively and openly be part every aspect of your organisation.

Think of this on the 80:20 or iceberg principle, whether its your company, customer, candidate, a member of staff or your , if you are only displaying 20% and 80% is submerged and unused or unacknowledged you are doing you, your customers, your staff and your organisation a disservice. That quietly hidden 80% needs to be seen for what it does keep the 20% above the water line anchored, balanced focussed, valued and feeling in on things and part of the greater whole.

Lets get on it. The next article gives some examples and the final article shows how to implement your own and .

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