Four Way You Can: Rewards Living the Vision and Values

Recognizes and rewards associates whose actions support the organization's vision and values.
 
To help the vision and values become their guiding principles, associates need cues to tell them when their behaviors are appropriate and when they aren't. An effective way to do this is to recognize and reward associates who live the vision and values and to address inconsistent behavior of people who don't.

1. Give positive feedback.
Giving positive feedback when associates' actions support the vision and values sends a clear signal that their efforts are noticed and appreciated. Follow these guidelines:

• Give feedback as soon as possible after the positive behavior occurs. Waiting too long implies that the actions are unappreciated and that the values are not a priority.






• Give specific feedback about what the person said or did to support the vision and values. This helps ensure that the correct behavior will be repeated.






• Be sincere. Don't say a person said or did something well if you don't believe it.

2. Celebrate successes.
When a project at one major manufacturing company reaches $1 million in sales, the entrepreneurial teams responsible are recognized with flashing lights and ringing bells, and the event is videotaped. Celebrating successes lets everyone in the organization know what behavior is desired.

Following are ways to recognize and celebrate accomplishments that are consistent with the vision and values:

• An article in the company newsletter.






• A public acknowledgement during a staff meeting.






• A letter or a voice mail or e-mail message sent to relevant associates.






• A symbol of appreciation visible to others (an award for the associate's desk, the person's picture or name accompanied by a description of the positive behavior).






• Monetary rewards (salary increases, bonuses).

When sharing someone's success story, explain why you are doing so to avoid any misunderstanding about your motives.

I'd like to let everyone know about the unusual action Mary took yesterday that embodies our vision and values. I want to do so for two reasons: First of all, I think she deserves recognition for her efforts. Secondly, this is just the kind of thing that I would like to see others doing throughout our organization.

3. Constructively address inconsistent behavior.
Because the vision is a picture of the desired future, there will inevitably be gaps between the organization's values and associates' actions. Part of your job as a leader is to identify these discrepancies and align them. If associates' behavioral expectations are clear, then this should be an easy task.

Be prompt and consistent when addressing misalignments. This approach not only refocuses the associate's behavior but enhances support for the organization's vision and values. Consider this example:
 



Company XYZ values empowerment. However, team leaders have been setting shift schedules without asking for the team's input. As a values champion, you would promptly: 

• Identify the gap between the value and team leaders' actions. 






• Remind team leaders of the importance of the value in achieving the organization's vision and critical success factors. 






• Clarify the expected behaviors that are consistent with the value (involve team members in developing a schedule). 






• Give team leaders suggestions for involving associates in scheduling. Provide training opportunities for the leaders to learn team decision-making skills. 






• Communicate confidence in the leaders' ability to live the empowerment value.

Addressing inconsistent behavior with associates can be challenging. Many times an associate is unaware of the inconsistency and becomes defensive. To constructively address the problem, follow these guidelines:

• Give feedback as soon as possible after the inconsistent behavior occurs. Waiting too long implies that the actions are OK and that the values are not a priority.






• Provide feedback in private to avoid embarrassment, resentment, and defensiveness.






• Give specific feedback about what the associate said or did that was inconsistent with the vision and values. The associate might not realize that his or her actions were a problem.






• Listen carefully when the associate disagrees. The person's reasoning or added information might indicate you have misinterpreted the situation.






• Offer specific alternative actions that support the vision and values. Specific suggestions will keep the associate aware of which behaviors are appropriate.






• Be honest but not too blunt; maintain the associate's self-esteem.






• Express confidence that the associate will behave consistently in the future.

Encourage associates to point out inconsistencies in others' behavior too. Everyone should hold others accountable for living the values-not just leaders.

4. Censure violations of codes of conduct.
Most inconsistent behaviors can be resolved by discussing the actions with the associate and working together to align them with the vision and values. However, do not tolerate violations of ethical or moral codes of conduct.

Willful violations of codes of conduct implied or explicitly stated in the vision and values (criminal activity, revealing confidential information to people outside the organization, different forms of discrimination and harassment, etc.) should not go unpunished. This kind of behavior poisons the work atmosphere, endangers your organization's position in the marketplace, and often violates people's fundamental rights. As a leader, you must enforce your organization's disciplinary policies.

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