A Quote by Tony Hsieh
Your personal core values define who you are, and a company's core values ultimately define the company's character and brand. For individuals, character is destiny. For organizations, culture is destiny.
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I don't think you can create culture and develop core values during great times. I think it's when the company faces adversity of extraordinary proportions, when there's no reason for the company to survive, when you're looking at incredible odds - that's when culture is developed, character is developed.
For individuals, character is destiny. For organizations, culture is destiny.
Define what your brand stands for, its core values and tone of voice, and then communicate consistently in those terms.
For a global company, it is imperative to respect and honor local culture and weave that into the core company values rather than the other way around.
There's a dance happening on both sides of the table. Individuals are giving their personal and career values a lot more weight when it comes to finding a company that aligns with both. At the same time, companies are becoming a lot more transparent about their core values as an organization and the types of people they want to attract.
We all are brought up on some values, and I believe values define a man's character.
There is nothing more personal than your values. What you will and won't do to get ahead, the lines you will and won't cross to win, whom you will and won't step on for personal gain, are at the very core of your code of honor. And your code of honor determines your character. And your character is who you are. Behind closed doors. When nobody is watching.
The best CEOs in our research display tremendous ambition for their company combined with the stoic will to do whatever it takes, no matter how brutal (within the bounds of the company's core values), to make the company great. Yet at the same time they display a remarkable humility about themselves, ascribing much of their own success to luck, discipline and preparation rather than personal genius.
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.
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.
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.
Just as a company needs a strategy to capture market share, a company needs a strategy to encourage actions that reflect their core values.
Leaders who understand the importance of the intangible elements contributing to workplace culture become sensitive to what makes their organization truly special. That is how they define core values and beliefs that are unique, simple, leader-led, repetitive, and embedded - transforming themselves from good to exceptional.
I think the company that has the clearest set of values is Amazon. That company knows what it is. It may be that it's not your cup of tea, but every single person at that company knows what the Amazon values are.
Values are the foundation of a company. Culture is the manifestation of values - the day to day actions and behavior. Adapt tactical cultural behavior that helps you execute on your values.
Preserve the core, and let the rest flux. In their wonderful bestseller Built to Last, authors James Collins and Jerry Porras make a convincing argument that long-lived companies are able to thrive 50 years or more by retaining a very small heart of unchanging values, and then stimulating progress in everything else. At times "everything" includes changing the business the company operates in, migrating, say, from mining to insurance. Outside the core of values, nothing should be exempt from flux. Nothing.
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