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Strategic Bruce Holland's Approach to Values

Why Values are important

There is a direct connection between Values and trust in an organisation. Values affect the way we behave at a very fundamental level. Values are more powerful than rational thought, since no matter how much we “know” something should happen, it will not happen unless it is consistent with our values.

Research shows the power of Value Statements should not be underestimated. They are capable of delivering significant dollars to the bottom line as long as people believe in them. Values do make a difference.

Values are particularly important in widely dispersed organisations and when there is considerable change. With common values people can trust each other to behave in acceptable and predictable ways. The only alternative is to have endless rules and procedures. These tend to limit while values tend to liberate.

Values are more powerful than rational thought

An Example - BNZ

My personal experience at the Bank of New Zealand backs up this research. From 1988 to 1992 when I was Group Strategic Planning Manager, the BNZ undertook perhaps the most progressive and ambitious values based cultural development process ever attempted in New Zealand. It involved all 6500 staff in 350 branches and offices around the country. It sprung from a really important realisation by senior managers: “This is not our bank, its our bank. And if we are going to succeed, we have to do it together.”. People like Tom Peters of In Search of Excellence fame took a personal interest in the Bank’s progress. The results were surprising even to those of us who intuitively knew that it would work. The energy and creativity released had to be experienced to be believed. It proved that people really want to be great; they need it; they crave to be part of a winning team, and they value the chance to contribute to the success of their company at a fundamental level.

Behaviours:

Behaviours are what we actually do; they are actions, they can be seen, they can be tested. We are asked to agree the way we will behave towards each other, the things we will do for each other and the things we will not do to each other. This is like our ‘code of honour’.

Values and customer service

Until recently most management books stressed that the most important thing was customer service, today more and more are recognising that Values are at least as important because if people feel good about themselves and what they are doing they will do a better job of taking care of the customer.

When to use Values

1. Poor morale
2. Loss of best staff
3. People stressed
4. Rituals, symbols and myths not positive
5. Unwritten rules/barriers
6. Self talk of organisation unhelpful
7. If managers and staff have no common understanding of Vision

My Process to Develop Values

• My process ends with an idea in the head of every single person within the organisation, not just words on a piece of paper stuck on a wall
• Our process every person will feel they can challenge when they see things that don’t match up.
• There is a natural reaction to get on with it and get these things published in on the walls. The extra time to make sure that these words are understood and belong to each and every single individual is time well spent.
• My process makes Values the focus of dialogue where people come together to discuss, and listen to what’s important to them and each other.
• My process ensures Values are reinforced, reinforced and reinforced.

Benefits of Values

1. Better morale across the organisation
2. Better team work
3. Less stress
4. Less need for rules and restrictions
5. People working as though they owned the business
6. Better cohesion and collaboration between various parts of the business
7. Everyone working to the same agenda
8. People working hard on the business rather than in the business
9. Fewer surprises
10. More collaboration and participation because everyone understands their role

My Approach

1. I work with managers and staff to define the appropriate Values
2. I work with managers and staff to introduce the required Values
3. I support managers and staff who are having problems in adopting the new Values
4. I help manages measure and rewards program behaviours the reflect the new Values
5. I advise in the structural issues and organisational issues that arise with the introduction of Values.

Product support

This product has been developed and is supported by Bruce Holland with help where required from other members of the Virtual Group Business Consultants. Bruce is a specialist in business culture and values Wellington, nationally and internationally. He specialises in public sector culture and other large private sector organisations.

Guarantee

All work undertaken by Bruce Holland is guaranteed. If at the end of the program the client doesn’t feel that they have received value for money, they may adjust the bill and pay an amount equal to the value they feel they received.