Committing To Our Values
Translate organisational values into action and concrete behaviours which promote ED&I
The Capability Gap
Organisations and their leaders face significant problems when there is a failure to embrace and embody the values of the business. They must be lived day-to-day.
Without a strong connection between values and actions, several challenges emerge. First, there’s a risk of eroding trust and credibility, both internally and externally – talking the talk is not enough.
When values remain superficial, employees feel disconnected, leading to low morale, disengagement, and increased turnover. Clients will leave too.
A misalignment between values and behaviours can result in a toxic work environment, hinder collaboration, and, ultimately, become a key blocker to realising organisational strategic goals.
Learning Outcomes
- Understand how your personal values align with your organisation
- Define what the values mean when it comes to behavioural practice
- Identify what the detractors are when it comes to living values
- Develop confidence around having heart of the matter value conversations
- Learn how to take ownership for becoming a culture multiplier
Workshop Format
Delivery tailored to participant level
90 mins – 3.5 hours
In person or virtual
24 participants
Indicative Workshop Content
Your values framework
Values – alignment of Personal and Corporate values
Schein’s Culture Framework
ZOUD: Zone of Uncomfortable Debate
Role-modelling: Becoming the Values Multiplier
Unforgettable Learning Experiences
Culture Web
At the heart of the ‘web’ is the cultural paradigm - the often invisible underlying pattern of assumptions or ‘dominant logic’ which governs how the organisation views itself in the context of the business and outside world. Once named, participants can identify what they want to keep/start/stop to make their culture more inclusive.
Story Circles: Our Values and Me
During the story they must talk about their personal connection to those values, how it has impacted their career, where they have seen a positive impact, where they have struggled to put them into practice and their commitment to role-model.
Each ‘circle’ of participants then reports back to their peers, building a collective energy and connection.
Virus Hospital
In Virus Hospital. participants work together to diagnose viruses and identify diminishers in their organisation. They then don their collective medical thinking caps and identify possible antidotes, i.e. the multipliers which boost immunity, ensuring longer term cultural and organisational health.