A Quote by Ken Blanchard
Many companies claim they have core values, but typically what they're referring to are generic beliefs: having integrity, making a profit, responding to customers and so on. These values only have meaning when they're defined in terms of how people behave and are ranked to set priorities.
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Every culture, or subculture, is defined by a set of common values, that is, generally agreed upon preferences. Without a core of common values a culture cannot exist, and we classify society into cultures and subcultures precisely because it is possible to identify groups who have common values.
People always ask me, how do you teach core values? The answer is, you don't. The goal is not to get people to share your core values. It's to get people who already share your core values.
People with different personalities, different approaches, different values succeed not because one set of values or priorities is superior but because their values and practices are genuine.
People compose the schedules they do out of the priorities they have; and someone who says otherwise is deceiving himself about what he really values. The same thing applies to money that applies to time. I make a practice of watching what people do, never what they say. Whatever is important, to anyone sane, he will make a place for it; people live out their values. Values are different in this respect from "ideals," which are typically vain and effete and thus exist mostly for the sake of promoting self-delusions.
Customers are your best teachers. Learning about your customer's beliefs, values, and priorities teaches you which selling points you should emphasize.
Integrity is what you do behind closed doors or when you think nobody is watching. Integrity is the true essence of who you are, your beliefs and your values. Reputation is the public perception of who you are. It is how others view your integrity or strong moral principles.
Remember this: Beliefs divide, values unite. When we go to the values that underlie so many religious beliefs, they unite us.
This country was founded on a core set of family values. These values should not be discouraged and blatantly undermined by the airing of offensive material on broadcast television and radio.
Today's consumers are eager to become loyal fans of companies that respect purposeful capitalism. They are not opposed to companies making a profit; indeed, they may even be investors in these companies - but at the core, they want more empathic, enlightened corporations that seek a balance between profit and purpose.
Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.
No civilisation can claim to have a monopoly on universal values and no one can claim to be always faithful to his own values.
A brand is simply a set of beliefs. And if you don't create a set of beliefs around your products or services, well, you stand for nothing - you have no values and no vision.
Reinvention means you're kind of re-creating somebody. Well, I'm the same person, in terms of values. My priorities - my faith, my family, my friends, the values of personal responsibility and universality of freedom, and "to whom much is given, much is required" - haven't changed [since presidency].
My goal is to create one of the greatest companies that's ever existed, and that has everything to do with the people, the culture, and what our core values are versus what we build or how we're perceived out in the market.
The uncommitted share many of our core values, but if we do not live out those values in a compelling way, we will not awaken a thirst for their ultimate Source.
One of the core values of the startup world is that you must have a list of core values. Like all abstract ideas, they're easy to dream up and tricky to implement.
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