The Value-Driven Organization: More Than Just Words on the Wall

Dissonance in Human Services

Sarah was eager to start her new job at "Care & Connect," a well-known organization in the human services field. The company's website and social media were filled with stories of empowerment and support, aligning perfectly with their stated values of "Compassion, Empowerment, and Respect." Their glossy brochures and impactful videos showcased dedicated staff working closely with clients, creating an image of an ideal place for Sarah to apply her skills and passion.

However, a few weeks into her job, Sarah began to notice a stark difference between the company's stated values and their real-world application. 'Compassion' was a frequent buzzword in team meetings, but she observed that the staff's workload was so overwhelming that it left little room for them to engage meaningfully with clients. The value of 'Empowerment' was contradicted by the rigid, top-down management style that left frontline workers, like herself, feeling voiceless and restricted in their ability to truly advocate for their clients' needs.

The most striking was the disconnect with 'Respect.' Sarah witnessed instances where clients' choices were overlooked in favor of more convenient or cost-effective solutions for the company. In team meetings, discussions about client welfare often took a backseat to financial considerations. The lack of alignment between the proclaimed values and the organization's actions became increasingly evident.

This dissonance in Care & Connect reflects a common issue in the human services sector, where high ideals often clash with the practicalities of running an organization. Sarah's experience highlights the critical need for not just aspirational values but a system and leadership that actively embody these values in every of the organization's operations and decision-making. Her story sets the stage for a deeper exploration of how genuine value alignment in an organization goes beyond written statements to manifest in everyday actions and policies.

Core Values

In the world of organizational behavior, core values aren’t just fancy words on a coffee mug or a poster in the break room. They're supposed to be the DNA of a company’s behavior – a blueprint for how things get done. Yet, many organizations have their shiny vision, mission, and core values plastered all over the place, but when it comes to actually walking the talk, there’s often a big miss. It’s like having a gym membership and never going – you're not going to get any fitter by just owning a card.

The point is, core values need to be more than wall decorations. They should guide every decision, action, and coffee break chat. However, the harsh reality is that while many companies are great at talking the values talk, they stumble when it comes to putting these values into action. Bridging this gap between what we say and what we do is where the real work begins.

From a behavior analytic perspective, values are essentially the agreed-upon rules of the game, the 'how we do things around here.' The crucial step is translating these values from lofty words to real, measurable actions. This means pinpointing behaviors that embody each value. Leadership's job here is critical – not just modeling these behaviors but also setting up systems that reward them. It’s like training a dog; if it sits when you say ‘sit,’ you give it a treat. Similarly, when behaviors line up with core values, they should be positively reinforced.

Taking 'teamwork' as a core value, we can see how this translates into specific, measurable behaviors in a workplace setting. For instance, teamwork could be defined as behaviors like actively contributing in team meetings, volunteering to assist colleagues, or sharing resources for the collective benefit.

Systems and Values

Leadership's role is key here. They need to exemplify teamwork in their actions, like participating in collaborative efforts or acknowledging team achievements during meetings. Beyond just modeling these behaviors, they need to establish a system that reinforces them. This might involve setting clear criteria for what constitutes effective teamwork and then rewarding all employees who meet these criteria. This could be through additional recognition in performance evaluations or tangible rewards like bonus points or extra privileges for consistent teamwork.

This approach shifts 'teamwork' from being a vague concept to a concrete part of the company's operational fabric, ensuring that the value is genuinely integrated into the organization’s culture and behaviors.

But it's not all about patting backs and handing out treats. Measurement is key. How can we tell if our teams are really living out these values? We need solid metrics, feedback loops, and performance reviews that take values alignment into account. Now, let’s talk about social validity, which is basically asking, “Do these values actually mean something to the people who have to live by them?” It’s about understanding if employees find these values relevant and helpful, or if they just roll their eyes every time they're mentioned in a meeting.

For example, let's say an organization has identified 'innovation' as a core value. To measure this, they could set up metrics like the number of new ideas submitted by employees, the percentage of projects that include a novel approach, or the frequency of cross-departmental brainstorming sessions. These metrics provide tangible evidence of how 'innovation' is being practiced within the organization.

In terms of feedback loops, regular surveys could be conducted to gather employee input on how they perceive the innovation culture. Are they feeling encouraged to think creatively? Do they believe that their innovative ideas are valued and implemented? This feedback helps in fine-tuning the approach to fostering innovation. Performance reviews then take into account not just the usual job responsibilities but also how each employee contributes to the innovation ethos. Are they taking risks? Are they actively participating in or initiating projects that push the envelope?

Social validity comes into play when assessing how meaningful this value of innovation is to the employees. It's about checking if 'innovation' is just a buzzword for them or a value that genuinely excites and motivates them. This can be gauged through discussions, surveys, and observing the overall engagement level in innovative initiatives. The goal is to ensure that 'innovation' is not just a plaque on the wall but a value that employees connect with and see as beneficial to their work and the organization's success.

Values Embedded

Embedding values into every part of the organization is non-negotiable – from hiring to the daily grind. When hiring, it’s not just about finding the smartest cookie in the jar; it’s about finding a cookie that fits well in the jar. The onboarding process should not just introduce new hires to these values, but also show them how these values play out in real life. Consider a company where 'respect' is a core value. During the hiring process, assessing a candidate’s alignment with this value becomes a priority. For example, the interview panel could incorporate scenario-based questions designed to evaluate how candidates demonstrate respect in various situations. Questions might include how they handled a disagreement with a colleague or managed a project with a diverse team. The panel could also observe the candidate's interactions with everyone they meet during the interview process – from the receptionist to potential future colleagues.

Moreover, the interviewers might share instances of how respect is embedded in the company's culture and then gauge the candidate's reactions and responses. Do they show genuine interest or understanding? Do they share examples from their past experiences that align with this value? This approach ensures that the focus isn’t just on technical skills or experience but also on the candidate's ability to embody the core value of respect, increasing the likelihood of bringing someone on board who naturally aligns with this fundamental aspect of the company’s ethos.

In terms of management and feedback, we need to constantly check if actions are lining up with our core values, and not just in the annual review. Imagine a company where 'accountability' is a core value. In terms of management and feedback, this value is continuously monitored, not just saved for the annual review. Managers could hold regular check-ins with their teams, focusing on how team members demonstrate accountability in their work. Discussions might involve handling mistakes or supporting colleagues in meeting team goals.

This accountability should also extend to management themselves. Employees could periodically be surveyed for feedback on how well management and leadership are upholding this value. Questions could probe into areas like transparency, decision-making, and handling of setbacks. This feedback loop ensures that accountability isn't just a one-way street but a shared responsibility, continuously reinforced through everyday interactions.

By keeping the core value of accountability in the foreground through regular conversations, peer feedback, and employee surveys, it becomes a natural part of the daily work experience, deeply ingrained in the company culture and consistently nurtured, rather than being mentioned only during annual reviews.

In short, making core values a living, breathing part of an organization is more than just a nice-to-have. It’s what makes the difference between a company that talks a good game and one that actually plays it. Done right, core values become the heartbeat of the company, driving a culture that's not just about making profits, but also about making a difference.

Searching for Authentic Values-Driven Organizations

When job seekers are evaluating potential employers, it’s crucial to dig deeper than the polished image presented through websites and social media. These sources can sometimes only show a part of the picture. A more comprehensive approach is necessary to understand the depth of a company’s commitment to its core values.

Consider the case of Piece of the Puzzle Behavior Analysis. In our role as OBM coaches, working alongside Anika Costa, we experienced their dedication to values such as inclusion, quality, and respect. This commitment was largely influenced by their CEO, Christina Morales. Her earnest desire for a value-driven organization led her to build a leadership team that shares these core values. This alignment at the top has been pivotal in embedding these principles throughout the organization.

For job seekers, this highlights the importance of inquiring about how values are reflected in a company's leadership and decision-making processes. Questions like, "How do your leaders embody your core values of inclusion, quality, and respect?" or "Can you give examples of how these values influence your management strategies?" can be insightful.

Observing the staff's interactions during a visit can also provide clues. At Piece of the Puzzle, it’s evident that their values are a living part of their culture, not just theoretical ideals. Additionally, it's beneficial to ask how the company navigates challenges while staying true to their values. Piece of the Puzzle, like any organization, faces ups and downs, but their shared core values act as an anchor, guiding them through various situations.

When assessing potential employers, it’s essential to discern whether the company's stated values are deeply integrated into its culture and practices, or if they are simply stated ambitions. A company where values are actively lived, as seen with Piece of the Puzzle, offers a more genuine and stable working environment.

Pay or Piece of Mind

As you navigate your career path, keep in mind that while salary might initially attract you to a job, it's often the culture of a company that determines your longevity and satisfaction there. Reflect on what truly matters to you: Are you seeking just a higher salary at the expense of personal happiness or working in an environment where the company's values might not align with your own? Or, do you prioritize a role that offers fair compensation, opportunities for growth, and aligns with your values, contributing to both your personal and professional satisfaction?

Remember, a high salary, especially when coupled with substantial sign-on bonuses, can be enticing, but they can also signal potential issues in a company's culture. It's essential to consider these factors in the context of your long-term career goals and personal values.

Join Us at APBA

For a comprehensive exploration of this topic, join us at the upcoming Association of Professional Behavior Analysis conference in New Orleans next year. Christina will be chairing a panel session, and I, along with Anika Costa and the leadership team of Piece of the Puzzle, will serve as panelists. Our discussion will focus on the critical importance of values alignment within organizations, drawing on the experiences and lessons learned from Piece of the Puzzle Behavior Analysis. This panel will provide a real-life glimpse into how a values-driven organization operates, showcasing the challenges and triumphs of aligning a company’s practices with its core values through the lens of Organizational Behavior Management (OBM). If you're attending the conference, we highly encourage you to join our session for an insightful and practical look at how values alignment can significantly impact both job satisfaction and organizational success.

About the Author

Specializing in human performance, coaching, and organizational leadership, Dr. Paul "Paulie" Gavoni is a behavior scientist and educator who has worked across education and human services for almost three decades. In this capacity, he has served the needs of children and adults through various positions, including COO, Vice President, Director of School Improvement, Leadership Director, Professor, Assistant Principal, School Turnaround Manager, Clinical Coordinator, Therapist, District Behavior Analyst, and Director of Progam Development and Public Relations at PCMA. Dr. Gavoni is passionate about applying Organizational Behavior Management (OBM), or the science of human behavior, to make a positive difference in establishing safe, productive, and engaging environments that bring out the best in faculty and staff so they can bring out the best in the learners they serve. He is an active board member of the Opioid Awareness Foundation and World Behavior Analysis Day Alliance.

Known for his authenticity and practical approaches, Dr. Gavoni is the host of the Top 1.5% globally ranked Crisis in Education Podcast and a sought-out speaker at various Educational and Behavior Analytic Conferences Internationally. He a the Wall Street Journal and USA Today best-selling co-author of The Scientific Laws of Life & Leadership: Behavioral Karma; Quick Wins! Accelerating School Transformation through Science, Engagement, and Leadership; Deliberate Coaching: A Toolbox for Accelerating Teacher Performance; and MMA Science: A Training, Coaching, and Belt Ranking Guide. Dr. Gavoni is proud to introduce OBM and Applied Behavior Analysis to worldwide audiences through his numerous publications and his work with PCMA to create productive, safe, and positive cultures.

Beyond his work in education and human services, Dr. Gavoni is also a former Golden Gloves Heavyweight Champion and a highly respected striking coach in combat sports. Coach “Paulie Gloves,” as he is known in the Mixed Martial Arts (MMA) community, has trained world champions and UFC vets using technologies rooted in the behavioral sciences. Coach Paulie has been featured in the books Beast: Blood, Struggle, and Dreams a the Heart of Mixed Martial Arts, A Fighter’s Way, and the featured article Ring to Cage: How four former boxers help mold MMA’s finest. He is also an author who has written extensively for various online magazines such as Scifighting, Last Word on Sports, and Bloody Elbow, where his Fight Science series continues to bring behavioral science to MMA. Finally, Paulie was also a featured fighter in FX’s highest-rated show at the time, The Toughman, and as an MMA coach in the Lifetime reality series Leave it to Geege.