We use a great exercise in one our training programs in which participants select and then rank their own values. The ranking process is the part I like the most. I have found that it is the HIERARCHY of values which is the strongest determinant of an individuals behaviour, and that of an organisation. Most of us will agree that we hold a set of principles to be important, that we value integrity, and accountability, team freedom and respect for others.
In Europe, there's a lot of valuable focus on "talent management". Yesterday I asked a client for his definition of talent management, and he said "hiring and developing the best people". He also told me that one of the big strategy consultancies had been making presentations in his organisation that talent management was the key, and with this, culture would take care of itself.
Recently I spoke to a large group of HR people, and the question came up again, "What is the role of HR in culture change?" This is the most common question I get asked by HR people.
None of us feel we have enough time. It’s a finite resource, and it forces us to make choices. Those choices send signals about what we really value. One of the strongest symbols of a culture is how time is spent. When people see this changing, they start to believe your communication about values.
Yesterday I had a conversation with an OD manager who used this word to describe his organisation"s goal in relation to their efforts on culture next year. "We need to refresh our culture and to re-engage people in our purpose for wanting to improve it". Given so many companies have dedicated effort already to building values and behaviour that suits their goals and strategies, there is likely to come a moment where it seems important to refresh.