QUOTATION 39

S.K. CHAKRABORTY ON THE SOURCE OF ORGANISATIONAL VALUES

WHAT TO DO

• A useful starting point is to find out what the organisation’s values are. This may be relatively simple or be so difficult that finding them would defeat the combined efforts of Colombo, Poirot, Morse and Rebus.
• Check to see whether there is an organisational values statement. If there is, treat it with some scepticism until you have had the opportunity to see those values in operation within the company. During this period of observation, note down the values that you see or don’t see displayed.
• If there is no written set of values, check to see whether there is a vision statement and/or a mission statement. Normally, both documents are underpinned by the organisation’s values, even if they aren’t stated overtly. Again, don’t necessarily believe what you find. Observe how the organisation treats its employees, customers, suppliers, shareholders and other stakeholders. This can tell you a lot. For example, if you’re at a meeting and some poor soul is being ritually humiliated in public, then whatever the espoused values are, the organisation does not respect its staff.
• If you can find no documentary evidence of values, don’t assume that the organisation doesn’t have strong values. I doubt very much that Cadbury’s ever drew up a values statements when it was run by the Cadbury family. Everyone knew its values were based on Quaker philosophy and these were on display in everything it did.
• If you can discover nothing written down, simply observe and speak to colleagues about what they think the organisation’s values are.
• If you find that the organisation doesn’t have any values to guide it or if they are ignored, then, depending on your seniority, you have a decision to make. A middle or junior manager can’t impose their values on the organisation. A senior manager can, provided they get the backing of the senior management team and/or board. Of course, if you are the Chair (wo)man or CEO, you can start to change the organisation’s culture, but make sure that you have considered how you will deal with opposition to your ideas (see Quotations 61 and 63).
• In the absence of organisational values, it is possible to manage your own staff according to a set of values that you believe in. They may even spread to other parts of the organisation.
• Remember, values are about how you act not what you say. They need to be absorbed by the staff and acted out unconsciously in everything they do. Only when staff uphold organisational values when no one is watching can you claim success.
• Remember, if you don’t stand for something, you’ll end up standing for anything.

QUESTIONS TO ASK

• What values do I have to guide me as a person and a manager?
• Do I know what the organisation’s values are and what role I’m expected to play in upholding them?