The Culture Engine

Chapter 4Define Values in Behavioral Terms

Congratulations! You've finished your purpose statement, which outlines your team's or company's reason for being. You will soon begin the socialization of this draft purpose statement—and you will learn a great deal.

You will spend time and energy in refining the purpose statement. Every discussion, every dialogue, will bring greater clarity to you and your team members about your team's reason for being.

Now let's shift our focus to values.

The next step in creating your organizational constitution is to define the positive values and behaviors you want every leader and employee to demonstrate in every interaction with team members and customers.

Values—and values defined in behavioral terms—are the most important element of your organizational constitution. The values and behaviors that you decide are required in your team or company will be examined, judged, engaged with, and (it is hoped) embraced for years to come.

Values and valued behaviors are the most visible demonstration of your organizational constitution. Values and valued behaviors are the evidence of your constitution that is noticed by people—customers, potential employees, everyone who comes into contact with your team members.

Values and valued behaviors are the unique theme of your organization's culture that differentiates your company from other companies. They attract like-minded (and values-aligned) potential employees and customers, and create heart-driven momentum ...