Leadership and the role of aligning organisational and personal values

Defining and agreeing on ‘values’ in strategic planning and subsequent behaviours in daily routines.

Two recent events in working with clients have been an interesting reminder of the need for defining and agreeing on organisational values in strategic planning and subsequent behaviours in daily routines. 

Both businesses are in engineering, with similar sizes of staff levels. Both were overhauling and re-writing strategic plans.

Company ‘A’ was writing the plan because, amongst other things, of an imminent customer – and industry approval – audits. On a different tack, company ‘B’s reason was it wanted to set the ‘True North’ direction of the business for the next three years – and beyond.

A key point here is that values are both current ‘the way we act do now’ and future, or espoused values and ‘the way we will act in the future’. Or the collective behaviours in pursuit of the strategic goals.

The process and outcome of the respective ‘Values Alignment’ for company ‘A’ and ‘B’ could not have been further apart…

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Moving on

Letting go of the familiar is not like getting rid of memories. Memories will always be there. People often believe that ‘hanging on in there’ is a sign of great strength. But sometimes, isn’t it better to know when to let go – and then get on and do it?

Many of the best things about growing older are based around the friendships we accumulate along the way. Good friends we know we can rely upon. Who we can turn to at short notice. And who always make us feel happy, comfortable and warm. Losing an old friend like that is always a shock – even if, as in this case, it is merely a much loved old jacket.

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