Скачать или смотреть Values or behaviours?

Values or behaviours? I often get asked this question by organisations who want to work on their culture. For many years, organisations have defined the values they wanted to see in the organisation organisation. But what often happens is that those values remain plastered on the walls and they're not a reality. So working on culture is bridging the gap between the values, the aspiration and what you want to see in the organisation. Therefore, many companies have defined the behaviours that correspond to their values, because values underpin the behaviours that we see in the organisation.

Now, what we advise at Walking the talk when you want to work on your culture is to actually work with behaviours. Why is that? Behaviours are visible and because they are visible, they are tangible and they make culture doable. Because they're visible, they're not ambiguous. So I can give you feedback on the behaviours I see, but you can also give me feedback and I can be very clear with everyone about the behaviours I want to see.

So we would encourage organisations to define the few behaviours that are critical to their success. These are the behaviours that will underpin your strategy and your business imperative. Don't come up with a long list of behaviours, but only with those that are critical. Now, you want to encourage those behaviours, but you also want to discourage the behaviours you don't want to see in the organisation or stop tolerating those that are a blocker or create damage in the organisation. In summary, behaviours is what you need to work if you want to shift your culture faster.

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