Masonry Magazine October 2002 Page. 33
Your values have strategic value
Your values have strategic value far too great to permit them to be taken for granted and allowed to drift along in the background.
Preparing the soil
If followers are expected to accept new values, they must be the values that their leaders model with authenticity and passion over an extended period of time. Establishing the soul of an organization demands that top management set the tone by being real, values-driven people. Cultural change percolates down through an organization and that takes time and patience.
Planting
An organization changes one person at a time. The process must, then, be individually tailored to permit leaders to discover and deal with each person's specific values conflicts. Hire the "brightest and best," where "best" deals with character and "values fit." This is particularly desirable when values are threatened by the cultural dilution that accompanies rapid growth.
Fertilizing and cultivating
Celebrate frequently your progress in making the change. Don't confuse conforming behavior for the real thing-shared values. Make certain that your processes, policies and procedures reflect your values and promote peer accountability. Promote from within whenever possible-it motivates performance and preserves culture. Borrow from Jack Welch: "Believe that corporate cultures will change in response to clearly articulated ideas-if the ideas are endlessly repeated and backed by consistent action." Hold "town meetings" with employees to establish direct communication and information flow. Systematically weed out the poorest 10 percent every year.
Harvest
Look for your harvest. Continually build on initial harvests. Enjoy the fruit of your harvest, but be sure to save some of it as next year's seed. Feel great satisfaction-you have accomplished a noble purpose. You have confirmed the old Quaker adage, "Thee can do well by doing good." So remember, your values have strategic value far too great to permit them to be taken for granted and allowed to drift along in the background. Force them to the forefront, establish them and commit the energy and resources to keep them there. Reap the benefits! And start now! Tom Ambler is a consultant with Center for Simplified Strategic Planning (CSSP). He can be reached via e-mail at ambler@cssp.com. This article reprinted with permission of the author and CSSP.
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October 2002 Masonry 31