OUR APPROACH TO CREATING A VALUES DRIVEN, BEHAVIOURAL BASED LEADERSHIP CULTURE (VDL)
As we enter the “Age of Consciousness” one of the most significant assets that an organisation possesses is Organisational Culture and that is seldom ever evaluated, and is hardly ever included in any balance scorecard.
Much has been written about organisational culture, climate, work-life balance, staff morale etc., most researchers agree that organisational culture is the social glue that binds members of the organisation together through shared values, symbolic devices and social ideas; and that organisational climate influences employees’ attitudes which in turn impacts on work performance, interpersonal relationships and inter-team. A comprehensive measure of organisational culture and climate can be determined through a Values Assessment process.
The outcomes of our Values Assessment process are then considered, analysed and agreed with the leaders of the organisation. Customised implementation strategies are co-constructed to support and sustain the intervention to create the appropriate consciousness. Below is our proposed integrated model to ensure sustainability;
Critical to understanding the Values Assessment is an understanding of Beliefs, Behaviours and Values and the way in which these are interlinked. Below is a brief explanation of these terms:
CULTURE: The set of shared attitudes/beliefs, values, goals, and practices/behaviours that characterises an institution, organisation or group.
As we move into the Age of Consciousness, it is clear that some of the old paradigms of business are floundering. The theories of business that created the modern age are no longer serving companies and they are no longer serving society. Some of the new theories that are emerging include:
- Protect and sustain our environment;
- A greater desire for democracy and equality;
- Treat people and communities with respect; and
- Serve the common good.
We are entering into an era of compassionate capitalism. It is no longer sufficient to deliver a great product or service. You must also live by values that support the common good. The values that companies live by will play an increasingly important role in the customer’s purchasing decisions and the quality of employees that a company can attract.
As competition increases through the globalisation of the economy, companies are recognising that their competitive advantage lies both in hiring and keeping talented people, while at the same time, tapping the deepest levels of productivity, creativity and knowledge of their stable workforce. To do this, companies must invest in their cultural capital. They will need to focus on creating a corporate culture and a working environment that brings personal fulfilment to everyone in the
organisation. This means caring for the physical, emotional, mental and spiritual needs of every person.
People are looking for employment in companies that provide good benefits (physical needs); where leaders display respect and contributions are acknowledged (emotional needs); where employees are encouraged to grow professionally and personally (mental needs); and where employees find meaningful work that enable them to make a difference in society (spiritual needs). To achieve this, organisations need to reduce bureaucracy, encourage accountability, reward entrepreneurship, support openness and transparency, build a shared, long-term vision of the future, and live by a common set of values that build trust. They will need to cocreate a culture that supports employees in becoming all they can become.
The incremental change in the demographic profile of the global workplace highlights the need for organisations to create a work environment in which ALL employees, irrespective of their diversity, can perform effectively, achieve their full potential and receive the respect they deserve in order to maintain its relevance in a competitive market.