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You get the culture you design or the one that you allow.
To understand what that means, you first need to know what culture is.
Culture = Core Values + Behaviors.
(That’s a simplistic definition, but rooted in that are also norms, legacies, habits, artifacts, rituals, traditions, etc. that characterize the soul of the organization.)
Core values are the beliefs and principles that guide and influence behavior, decision-making, and interactions within an organization. They serve as a compass, helping employees align their actions with the company’s mission, vision, and purpose.
Given that definition and the culture definition, it’s important that core values are defined, communicated, socialized, and aligned with the behaviors that exemplify each core value. When you align behaviors, you also want to call out those behaviors that are unacceptable or not aligned with the core value. Be sure to do that work, as it’s important to conveying what’s expected and to designing the culture you desire.
A few weeks ago, I wrote: Only when core values are well socialized can employees across all levels understand and embody them in their daily work. This ensures that decisions and actions are consistent with the desired culture. Socializing your values helps to build a cohesive company culture where everyone is working toward common goals. This cohesion and understanding can lead to more effective teamwork and a positive work environment. When your values are clear and embraced by all, they serve as a reference point for resolving conflicts, mitigating risks, and making decisions.
Are Core Values Punitive?
But I’ve heard a few times that core values are punitive.
They are not punitive. They are meant to guide behavior, align the organizational culture, and foster a shared sense of purpose. In a positive, not punitive, way. However, the perception that they can be punitive often arises from how they are implemented, communicated, and enforced within an organization.
Purpose of Core Values
Core values are intended to reflect the principles and beliefs that the organization stands for. When properly communicated and modeled by leadership, they create a strong, cohesive culture that can inspire and motivate employees.
Implementation
The way core values are rolled out can influence how they are perceived. If they are used to encourage positive behavior and reward alignment with the company’s mission, they are generally seen as constructive. On the other hand, if they are primarily invoked in disciplinary actions or as a means to control, they can feel punitive. Clearly, that is not how they should be used/implemented. (Though you will identify unacceptable behaviors as part of the behaviors exercise. The purpose of that is not to be punitive but to guide employees with regards to what is right and what is wrong. Remember the saying: culture is how employees act when no one is looking.)
Consistency
If an organization is inconsistent in how it applies core values, i.e., praising some employees while punishing others for similar actions, it can lead to a perception of unfairness and, subsequently, a belief that core values are being used as a tool for punishment.
Employee Engagement
When employees are involved in the process of defining or refining core values, they are more likely to feel a sense of ownership and alignment with those values. This can help mitigate any feelings that the values are being imposed upon them in a controlling way.
Leadership’s Role
Leaders play a critical role in ensuring that core values are not seen as punitive. If core values are used as a tool for punishment or control, it means you’ve got poor leadership and likely a toxic culture. Some examples of that include:
- Performance Reviews: If core values are solely tied to performance evaluations, employees may perceive them as punitive.
- Inconsistency: When leaders don’t model the values consistently, it erodes trust and makes leaders seem hypocritical.
- Lack of Authenticity: If values are merely slogans without real action (decision making, designing processes and policies, resolving conflicts, interacting with customers and each other, etc.), employees become cynical.
But, if leaders model the values consistently and fairly and use them to guide positive reinforcement rather than just as a basis for punishment, the perception of core values as punitive can be avoided. Positive applications include:
- Guidance: Core values guide employees in making ethical decisions and handling complex situations.
- Unity: Shared values create a sense of belonging and purpose.
- Attraction and Retention: Companies with strong values attract like-minded (i.e., similar values) employees and retain them.
In Closing
In summary, core values are not punitive, but how they are applied can make them feel that way. The key is to use core values as a positive force for building culture and guiding behavior rather than as a tool for control or discipline. Leaders must model and reinforce the values consistently. (Sadly, 32 percent of employees say their leaders don’t behave in ways consistent with company values.)
Be sure to regularly educate, communicate, and reiterate the meaning and importance of the values. Recognize and celebrate those employees who live the values. And use the values as a basis for growth and development, not for punishment.
Core values should be the basis for a healthy workplace where employees thrive! (Your employer has defined and communicated core values, right?!)
If you get the culture right, most of the other stuff will just take care of itself. ~ Tony Hsieh