The Values-Aligned Organization

Sharon Swing

When a team of people is aligned they can accomplish amazing things. They are energized and electrified when they see themselves as a part of something bigger and more valuable. As a result, they can accomplish things that used to seem impossible. Clearly defined values are one of the first steps in this kind of revitalizing alignment.

The following values-based planning process will help leaders "lead as they believe." These activities will help you discern your organization's desired values, document a model depicting your organization's areas of focus, describe the reality of the organization as it is now, describe how your organization could be if it were aligned with your values, and take action.

Step 1: Discern your organization's desired values

The first question to ask yourself and your team is, "What do you believe is essential?" One helpful method is to use a process called Appreciative Inquiry. It involves interviews with employees that will serve as filters to guide decisions and actions. Here are some possible questions for interviews using this valuable method:

• Tell me about a time in your work life when you were most energized, excited, and fulfilled by what you were doing.
• What were the conditions that made that experience possible?
• When we are at our best as an organization, what attributes do we exhibit?
• The people we serve want our organization to be … (list attributes)
• What do you think the values of our organization are?
• If you could wave a magic wand and have three wishes come true for our organization (or have three prayers answered), what would they be?

After you have discussed the information gleaned from interviews, it's time to prioritize, vote, pray, and narrow the list over time to arrive at a short list of memorable essential values that will guide the future of your organization.

Step 2: Document a model depicting your organization's areas of focus

Now that you have an idea of what your organization's values are, it's time to ask, "What are the things we must pay attention to in our organization?" Examples include:

• Leadership
• Systems and Processes (how we do what we do)
• People (selection, training, development, retention)
• Measurement and Rewards (how we know what is important)
• Organizational Structure (how we arrange ourselves to do the work)
• Physical Environment (tools, layout, aesthetics, etc.)
• Shepherding Donors
• Transformational Teaching

Select 4-7 areas of focus for your organization. Then draw a model, such as the one below, that connects those ideas and helps people visualize how the areas of focus interact. Label the 'fan blades' with your areas of focus.

Step 3: Describe the reality of the organization as it is now

Now it's time to consider where you are now in relation to where you would like to be. Take one area of focus per planning sheet (such as Leadership). Write this area of focus above the chart below. Then write statements that describe your organization in this area of focus in the "as is" column. Consider which of your values are essential in order to shift from "as is" to "could be." List them.

Step 4: Describe how your organization could be if it were aligned with your values

Write a statement of contrast of how things could be different or better when you align behavior with values in the "could be" column. This before and after contrast is very concrete and will give people direction.

Step 5: Take action

Craft an action plan to move from the "as is" column to the " could be" column. You could create a spreadsheet out of the table above by expanding it with additional timeline information. Suggested column headings would be: As Is, Values, Could Be, Date, and Who is Responsible.

Now it's time to communicate to everyone in the organization what you are doing and what they can expect. When making an action plan you have to prioritize which actions are most important and should be done first. You sometimes have to choose some that are "symbolic acts" where something is changed radically, and do it in a way that is an unbelievable "nobody-thought-you'd-ever-really-do-it" kind of act. Or you can find a group of people who are really ready for change and start with that group. You can help them make the change and let it serve as a prototype for the rest of the organization.

Assign responsibility for each element in the action plan, track progress, and don't forget to recognize and reward people who live and work according to the values, while moving the organization toward the realization of its vision.

Recommended Related Resources:

• Thin Book of Appreciative Inquiry by Susan Hammond
• The Leadership Engine by Noel Tichi
• The Servant Leader: Transforming Your Heart, Head, Hands, & Habits by Kenneth H. Blanchard, especially the Situational Leadership Model created by Kenneth Blanchard & Paul Hersey
• www.haygroup.com The Hay Group is a global management consultancy that works with leaders to transform strategy into reality.

Adapted from a presentation at the 2005 CMA conference by Sharon Swing. She serves business and non-profit organizations as an organizational development consultant. Visit her at www.swingconsulting.com