Paying attention to value increases trust in company

Organizational values that are the guiding principles for how employees work, irrespective of business conditions, are too often overlooked as part of business strategy.

"Irrespective" is vitally important. If "we promote from within" is only true for one business unit or in cyclical upturns, then it's not an organizational value.

Nancy Peckham, founder and CEO of Visicom, discusses organizational values at each weekly management team meeting. Visicom, a 1991 Capital Region start-up and industry leader, manages and improves the return on its clients' local, long distance, data, internet, cellular and pager communications.

"By paying attention to values, we're able to attract, retain and develop employees aligned with our values and easily develop the culture that I intended to build and create," Peckham said.

Three strategic reasons

There are three strategic reasons for paying attention to values:

FIRST, values shape corporate culture, the behavioral norms employees adopt (often unconsciously) to fit in with co-workers and succeed with bosses. Corporate culture can be a key contributor or barrier to marketplace victories.

One of Visicom's values is passion. For example, Peckham said, "When we have a heavy workload or a difficult client assignment, team members pull together to get it done regardless of the effort because they are passionate about superior customer service and what our company can do for clients."

SECOND, values can build trust, a key driver of a high-performing labor force and an organizational capacity to effect needed changes. When values are discussed regularly and used (alongside financial and marketplace considerations) to make important business decisions, there is less disparity between what leaders say and what they do -- which reduces cynicism and increases trust.

Authenticity is a key value at Visicom, exhibited "when employees, including leaders, take accountability for their own actions, showing the utmost in honesty and integrity," according to Peckham. As a former member of her board of advisers, I know Peckham exemplifies this value.

THIRD, values are becoming an essential element of talent recruitment and retention strategies. Today's entering labor force wants to work for companies with good values, including concern for the community. Visicom's "inspiration" value is attractive to employees as it encourages managers and peers to motivate and inspire others to do their best or come up with new ideas for success.

Related terms that Peckham uses to flesh out the inspiration value -- can-do, free-spirited, freedom, warrior spirit and open-minded -- would appeal to today's college graduates who cite Google as their No. 1 choice for employer.

What drives behavior?

It's easy to write down a list of desired organizational values, but challenging to unearth the values actually shaping your company.

To start, have a small team of rising talent ask a random sample of employees (other than the senior management team), key customers, and board members about what drives behavior at your company. Be open to the truth.

Whether you decide to instill new or reinforce existing values, start with your leadership team. Envision different situations that would test your values.

Act out scenarios for how a situation would be handled with and without desired values in place.

Evaluate managers

Hire and evaluate managers on the basis of your values. And, like Peckham, keep conversation about values alive in day-to-day business.

Values are at the core of our personal integrity, reputation and a life well lived.

The same holds true for organizations. What is the one essential value you want your work and your life to embody?

Kay Plantes is a Madison economist, strategy consultant and executive educator.