Four Way You Can: Rewards Living the Vision and Values
Recognizes and rewards associates whose actions support the organization’s vision and values. To help the vision and values become their guiding principles, associates need cues to tell them when their behaviors are appropriate and when they aren’t. An effective way to do this is to recognize and reward associates who live the vision and values and to address inconsistent behavior of people who don’t.1. Give positive feedback.Giving positive feedback when associates’ actions support the vision and values sends a clear signal that their efforts are noticed and appreciated. Follow these guidelines:
2. Celebrate successes.When a project at one major manufacturing company reaches $1 million in sales, the entrepreneurial teams responsible are recognized with flashing lights and ringing bells, and the event is videotaped. Celebrating successes lets everyone in the organization know what behavior is desired.
Following are ways to recognize and celebrate accomplishments that are consistent with the vision and values:
When sharing someone’s success story, explain why you are doing so to avoid any misunderstanding about your motives.
3. Constructively address inconsistent behavior.Because the vision is a picture of the desired future, there will inevitably be gaps between the organization’s values and associates’ actions. Part of your job as a leader is to identify these discrepancies and align them. If associates’ behavioral expectations are clear, then this should be an easy task.
Be prompt and consistent when addressing misalignments. This approach not only refocuses the associate’s behavior but enhances support for the organization’s vision and values. Consider this example: Company XYZ values empowerment. However, team leaders have been setting shift schedules without asking for the team’s input. As a values champion, you would promptly:
Addressing inconsistent behavior with associates can be challenging. Many times an associate is unaware of the inconsistency and becomes defensive. To constructively address the problem, follow these guidelines:
Encourage associates to point out inconsistencies in others’ behavior too. Everyone should hold others accountable for living the values-not just leaders.4. Censure violations of codes of conduct.Most inconsistent behaviors can be resolved by discussing the actions with the associate and working together to align them with the vision and values. However, do not tolerate violations of ethical or moral codes of conduct.
Willful violations of codes of conduct implied or explicitly stated in the vision and values (criminal activity, revealing confidential information to people outside the organization, different forms of discrimination and harassment, etc.) should not go unpunished. This kind of behavior poisons the work atmosphere, endangers your organization’s position in the marketplace, and often violates people’s fundamental rights. As a leader, you must enforce your organization’s disciplinary policies.
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