89% of leaders say they have values – but only 40% make them real.
So it’s no surprise that most cultural change fails.
I’ve been looking at the data from our Impact Society Strategic Plan Audit tool, which helps any leader check the health of their organisation’s strategic planning and execution in less than 5 minutes.
It shows that – while most organisations have a set of values (89%) – less than half of them do what’s required to make them stick.
48% of leaders report that it’s unlikely their people could say what the values are, if asked.
And even fewer – 40% – say that they’ve done the work to translate their values into actionable behaviours.
Patrick Lencioni says we need to over-communicate key messages through different channels before they stick. But too often, values are launched with a flashy presentation, the (soon to be dusty) posters go up on the wall and then… nothing.
So, here’s what we need to do instead…
First, over-communicate: share the values seven, eight or more times, across different channels (e.g. from the CEO, each GM, team leaders, in videos, in induction sessions etc.).
Then translate those values into clear behaviours that people can put into practice.
Take, for example, Atlassian’s “open company, no bullshit” value. Most people would have some idea what this is pointing at. But they wouldn’t know exactly what to do with it.
So, for example, Atlassian might guide its people to practice it as follows:
- Share updates in public channels, not private chats
- Speak up if something doesn’t make sense
- Give feedback directly to the person who can act on it
- Admit mistakes quickly and share what you learned
- Say when you disagree, and explain why
- Use plain language, not corporate jargon
- Make the uncomfortable conversation happen
- Share bad news as soon as you can
- Prioritise the kind truth over the polite silence
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