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Effective Business Coaching
Values – A compass for the development of your Organisation
We make all our decisions based upon our values. Whenever we work with people who share our values it is an uplifting experience. When we work within a group where the culture aligns with our personal values, it is very motivating and we can put our heart, soul and trust into the work of the group. This alignment releases our energy, our creativity, and our enthusiasm. Without it we are directionless and the success of the group is in jeopardy.
What do we mean when we speak of “values”? We are talking about the deeply held principles, ideals, or beliefs that people hold or adhere to when making decisions. Individuals express their values through their actions.
Organisations express their values through their cultural behaviours. (Who signs in on the ‘obligatory’ sign in sheet)
Richard Barret mapped the values of more than 2,000 private and public sector institutions over a ten year period, in more than 60 countries. He makes the point that values‐driven organisations are the most successful on the planet. The reasons for this conclusion are outlined below:
In the private sector:
• Values and behaviours drive culture
• Culture drives employee fulfillment
• Employee fulfillment drives customer satisfaction
• Customer satisfaction drives shareholder value
In the public sector:
• Values and behaviours drive culture
• Culture drives employee fulfillment
• Employee fulfillment drives mission assurance
• Mission assurance drives customer satisfaction
As a Business Coach, considering becoming involved with an organisation, one of the first things to look at are the stated values and the next is the actions/behaviours of the people. This tells ‘oceans’ about the ‘alignment’ within the group. Without this ‘compass’ any work we do may fall on stoney ground. Who you are and what you stand for is becoming just as important as the quality of the goods and services you provide. One feature of bringing in a coaching culture into an organsation is to lead or bring about change in that culture. Change, might be seen as a new way of doing things within the group. However this has in our experience failed to bring about the change in culture simply by changing what we are doing.
A coaching culture should seek to transform the culture into a new way of being, change at an identity and belief level. This transformation means we are a learning group, where mistakes are seen as learning opportunities, we are looking to the future and getting the learning from the past before moving on.
A coaching culture involves the adjustment of values, change in behaviours and beliefs based in a rich feedback environment from both internal and external sources. We seek to help create an adaptable, trusting, open, transparent group, with a commitment to deep learning and personal development. This journey is continual and ongoing,
What are you doing to reveal and align the compass of your organization? If Values aren’t high on your agenda you are already falling behind.
In Corporate Culture and Performance, John P. Kotter and James L. Heskett show that companies with strong adaptive cultures based on shared values outperform other companies by a significant margin. They found that, over an eleven‐year period, the companies that cared for all stakeholders grew four times faster than companies that did not. They also discovered that these companies had job creation rates seven times higher, stock prices that grew twelve times faster, and a profit performance ratio that was 750 times higher than companies that did not have shared values and adaptive cultures.
In Built to Last: Successful Habits of Visionary Companies, Jim Collins and Jerry Porras show that companies that consistently focused on building strong values‐driven cultures over a period of several decades outperformed companies that did not by a factor of six, and outperformed the general stock market by a factor of fifteen. In Firms of Endearment, Sisodia, Wolfe and Seth shows that companies that care for all stakeholders equally—employees, customers, investors, partners and society—are committed to exemplary citizenship, and embrace servant leadership outperformed the S&P 500 and the “great” companies identified by Jim Collins in Good to Great by significant margins over the long‐term. According to the authors, these companies had a humanistic soul.
Richard Barrett in Building a Values led Organisation said:
“Values can be positive, or they can be potentially limiting. For example, the positive value of “trust” is fundamental for creating a cohesive group culture. On the other hand, the potentially limiting value of “being liked” can cause people to compromise their integrity in order to satisfy their need for connection. Similarly, the potentially limiting value of “bureaucracy” can cause rigidity and limit the agility of an organisation” . (see Barrett’s 7 levels of consciousness for an Organisation)
Simply put the king of rock and roll summed this whole piece up in one sentence;
“Values are like fingerprints. Nobody’s are the same, but you leave ‘em all over everything you do”— Elvis Presley
So what are you waiting for? Book your online business coach today
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