Workplace

The word "values" has gotten so much play in the business and political press that its meaning has become diluted and vague. We have lost track of what makes values such an important motivator—whether it is to compel people to perform at work or vote. In the business arena, values provide direction to employees when challenges or opportunities arise; motivate employees toward a higher goal; and build commitment to an organization with which employees can identify. In short, values enhance commitment, which, in turn, increases job satisfaction. Commitment and satisfaction drive productivity and attendance. Now these are concepts you can link to your bottom line.

Which values?

Go to almost any business's Web site and you will find generic values listed if you find them at all. Innovation, quality, teamwork, integrity—these are laudable values, but they lose meaning with overuse and ubiquity. To create real meaning in your workplace, ask yourself, "What values can my employees sink their teeth into?" Think about what is important to you, and then translate it to your business. For example, if family is important to you, link that value to respect and support for each other at work. Loyalty promotes the value of honest communication with each other and your customers. Humility and lack of pretension send the message that you need to focus on efficiency and cost cutting. Look to your family, friends, home and spiritual life for values that move you, and then bring those values to work. Define them in terms that can help employees make a ready link between values and action. And then monitor, measure and recognize their performances.

How values can fail you

Even with the most motivating values and corresponding workplace definitions, employees' commitment will flag if they don't see management abiding by their own principles. Leaders who tout respect and subsequently criticize a foreman or worker in front of others contradict family values. Leaders who cut corners on jobs to avoid change orders send a message that honest communication to customers is not paramount. And leaders who say they value humility and then drive onto a job site in a new truck loaded with options convey a painful lesson about the selective application (and corresponding burden) of the organization's values. In short, leaders who don't walk their talk will not earn employees' commitment or satisfaction, regardless of the values espoused.

The challenge

As a leader, your actions should set a good example for others. Following are some tips to help you accomplish this:

• Live according to the same standards you set for your employees. If you can't live up to them, don't set them. Worse than having no values at all is proclaiming values, demanding compliance from your employees and then dropping the ball.
• If you make a mistake, admit it, correct it and move on. No one is perfect all the time, and someone may alert you to what appears to be inconsistent behavior. Leaders need to reflect on that behavior and either alter or explain it. Just make sure your explanation doesn't sound like a rationalization.
• Be vigilant. You may believe you live in accordance with your values, but others may not see it that way. Perhaps you needed that new fully loaded truck. But maybe instead you could have purchased a new piece of equipment to help improve worker performance. Consider how your actions appear to others, and adjust accordingly. Communicate your decisions to help link them to your values.

The importance of value

Ultimately, through employee commitment, your organization's values inform decision-making, customer care and profitability. Determining your values is the first important step. Leaders bring values to life through their policies and actions every day. Employees create value for the organization by finding meaning in the values set before them and applying them to their daily work lives. With so much at stake, isn't it time to ask, "What do you value?"

Karen L. Cates, Ph.D., is a professor of management at Monmouth College, Monmouth, Ill.