Values Surveys, Organizational Governance, Living Brand Values, Implementing Conductivity, Brand Integration
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Workshops
"Values, once they are made visible, enable the leadership
team to compare employee values with the behaviours they
feel are needed to implement strategy. Where gaps are found,
steps can be taken to carefully develop the shared set of
values that align with strategy. Focusing on values is a
necessary building block of high performance and strategic
success."—The Conductive Organization
In an age of increasing global and local competition, the
ability of an organization to develop a corporate culture
that attracts and retains talented people is rapidly
emerging as the most important criterion for sustainable
success. Values are the foundation upon which an
organization’s vision, strategy, brand and culture are
based. Currently, values systems remain an undeveloped
capability in the majority of organizations (both public and
private sector).
Our work in this domain is developmental. Our approach is a
strong departure from all other top-down methodologies
because we deliberately work with the shared values of
members of the organization in order to foster alignment. We
do not advocate changing values, as this does not deliver
long-term, sustainable results. We believe in recognizing
the diversity of values in an organization and fostering
alignment by leveraging the shared values in order to
rapidly realize the implementation of strategy.
White Papers
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Excerpt from The Conductive Organization, Chapter 7. CULTURE: The Collective Mindsets of the Conductive
Organization. [
Download pdf]
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The Conductive Organization: The conductive organization is
also a transparent values-driven organization. [ Download pdf]
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Sarbanes-Oxley: Is Corporate Compliance or Corporate Culture
the Solution to Ethical Crises? [ Download pdf]
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Seven Levels of Sustainability. [ Download pdf]
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The New Theories of Business. [ Download pdf]
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The Cost of Fear - How much do limiting values cost an
organisation? [ Download pdf]
Brand Integration
The Brand Documentary: Inside-Out and Outside-In
It is well known that you can’t "live the brand" externally if brand values are not practiced internally. Internal communication programs are vital to creating the clarity and culture needed to deliver on brand identity. The documentary format is one medium which successfully extends and amplifies the corporate brand, both internally and externally. The versatility of digital rich-media means that in addition to its original format, the content can be redeployed over the Web and in any other number of communication platforms.
As part of the process, we capture and preserve genuine stories and the authentic messages of today for the benefit of tomorrow. The historical roots of your business. Core values. The evolution of your stakeholder relationships. Your customer stories. And most important of all, your customers’ customer stories.
How well do your employees understand your organization’s brand?
What factors and traits are attracting and keeping your high value employees?
Do your employees live the brand promise?
How successful have you been at synchronizing/operationalizing your brand efforts with the requirements of your customers and stakeholders?
Our professional services offering includes two interdependent components: the corporate brand history, and the customer brand experience.
Note: the values, mission and vision of the organization may need to be articulated before the brand history can be documented.
To learn more about the award-winning team of individuals who would be involved in your project, or to request further information about the brand documentary, email values@knowinc.com.
Brand Building through CoPs
Workshop: Energizing CoPs for Competitive Advantage through Brand Building and Innovation Practice
Situation: You have successfully launched several Communities of Practice (CoPs) in your organization. The CoP Toolkit was a great primer for both self-organizing informal CoPs and formally sponsored CoPs. You are now ready to move to the next level i.e. leveraging these communities of practice for strategic advantage. To do this, you want to:
- empower senior managers to foster innovation in each CoP ;
- develop in senior managers an “outside in” perspective and mechanisms for sharing this with the CoP membership;
- energize senior managers to facilitate internal brand-building through their active participation in the CoPs.
In this two day workshop, we develop, together with the participating senior managers, a strategy for integrating brand building into the CoPs.
Brand Building CoP[ Download pdf.]
FAQs
What is the cost of an organization-wide values survey?
We provide a documented platform for cohesive action at
$9,000US which includes:
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Whole department/organization values assessment aggregated
into one report
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Half-day values assessment debrief
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Half-day leadership forum based on the results of the values
assessment
How is the survey administered?
Participants go online
to complete the survey, which takes about 20 minutes to
complete. Paper surveys can be used for those who do not
have access to computers.
What are the different types of surveys? (Individual,
Team, Organization, Leadership)
The Individual Assessment measures the degree of
alignment between an individual’s personal and desired
culture values, and the individual’s perception of the
current culture values. Each individual assessment is
$300US.
The Team Culture Assessment is an aggregate report that
maps the values of teams or departments or small
companies. The degree of alignment between current and
desired values, and between current and espoused values
can be measured. Individual (see above) plots of results
can be provided for a small additional surcharge.
The Organizational Culture Assessment is used to map the
values of different staff levels, departments,
locations, or regions. It can also be used to determine
demographic differences. One or more aggregated reports
are provided.
The Leadership Values Assessment is a 360-degree
feedback instrument that compares a manager’s
perception of operating values against the perceptions
of colleagues. This assessment includes a two-hour
facilitated review session.
How are survey results reported?
We report on the survey results in the half-day values
assessment debrief (3 hours).
Individual reports can be generated for an additional
fee. The entire engagement takes about four to six weeks
from start to finish.
What are the options once an organization completes a
values survey?
| - |
Development of values statements, mission and
vision statements |
| - |
Internal workshops (led by managers and/or the
leadership team) |
| - |
Launch of an alignment initiative focused on
accelerating the rapid implementation of corporate
strategy |
What is the role of the facilitator?
Coaching is an essential element of the developmental
work required to identify the shared values of an
organization. Launching an alignment process to realize
the rapid implementation of strategy is facilitated with
the full involvement of the leadership of the
organization.
How long does a values implementation take?
Four to six weeks would include the pre-launch
communications plan, administration of survey,
delivering the results of the survey and the two
half-day workshops.
Why are corporate values important?
Values are antecedents to behaviour. Therefore, it
is important for businesses to understand and articulate
their corporate values. Such shared core values
influence the organization’s decision making (i.e.
strategy formulation and implementation), as well as its
response to quickly changing business conditions and
immediate crises.
How do values contribute to organizational
effectiveness?
As an example, consider the value of service where an
organization declares that “Our ideal is
service...service to the Company and service to the
world who, by reason of such service, will ultimately
become our Customer.” This value of service would
pertain to the collective efforts to meet the needs of
both internal (i.e. colleagues) and external customers.
Living this value with a goal of exceeding customer
expectations would contribute to the efficiency and
productivity of the organization, which would in turn
result in more satisfied customers and enhanced profits.
Glossary and Definitions
Attitudes: several beliefs around a specific object or
situation
Behavioural Norms: unwritten rules that are recognized
by employees in both social and corporate cultures
Beliefs: Beliefs and assumptions represent what
employees believe to be reality and therefore influence
what is perceived. Beliefs are more transitory than
values.
Brand values: Values that stakeholders experience
through the provision of the products and/or services of
an organization. The shared values of the
organization (core values) are a foundational element in
this system.
Core values: values that employees and the organization
hold in common; values that represent priorities in the
organization’s culture.
Corporate Culture: The sum of individual opinions,
shared mindsets, values and norms of individual
employees.
Culture: The set of rules, standards and norms shared by
members of a society, transmitted by learning, and
responsible for the behaviour of those members. (Nelson
and Jurmain)
Ethical Code: The social principles, goals and standards
within a culture that define what an organization cares
about and which form the basis for making judgments.
Ethical Leadership: Knowing one’s core values and
having the courage to act on them on behalf of the
common good.
Ethics: A system of principles governing the appropriate
conduct for an individual or group; a process for acting
with an awareness of the need for complying with rules,
the customs and the expectations of all stakeholders;
the policies of the organization that address concerns
such as the needs of others and fairness.
Mission Statement: Describes the overall purpose of the
organization. It addresses the core business, and
additionally addresses what an organization needs to do
to fulfill its purpose or mandate.
Value: An ideal that helps set priorities and guide
behaviour; An enduring belief that a specific mode of conduct is
preferable to an opposite mode of conduct;
A simple belief of a very specific kind;
A standard that guides and determines action, attitudes
toward objects and situations, ideology, presentations
of self to others, evaluations, judgements,
justifications, comparisons of self with others, and
attempts to influence others. (Rokeach, 1973)
Values Statement: Defines how a particular valued is
lived in the context of an organization’s particular
culture.
Vision Statement: Describes organizational fulfillment
and answers the why? i.e. Why do we need to fulfill our
mandate as an organization?
Workshops
Sources
The Conductive Organization, Saint-Onge and Armstrong - www.conductiveorg.com
Instrument Development in the Affective Domain, Gable
and Wolf
Information Request
Email information@knowinc.com
to receive a sample values assessment or further
information on our values workshops and programs.
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