{"id":967449,"date":"2020-07-15T19:49:39","date_gmt":"2020-07-16T02:49:39","guid":{"rendered":"https:\/\/cx-journey.com\/?p=20134"},"modified":"2020-07-17T19:01:19","modified_gmt":"2020-07-18T02:01:19","slug":"5-ways-to-socialize-and-operationalize-your-core-values","status":"publish","type":"post","link":"https:\/\/customerthink.com\/5-ways-to-socialize-and-operationalize-your-core-values\/","title":{"rendered":"5+ Ways to Socialize and Operationalize Your Core Values"},"content":{"rendered":"\"Ways\r\n

I originally published today\u2019s post on Forbes. It appeared on their site<\/a> on November 18, 2019. I\u2019ve made some additions and edits since writing the original, so this is a slightly modified version of that post. <\/em><\/p>\r\n\r\n\r\n\r\n

Whether your business is large medium, or small, when it comes to developing a customer-centric organization, the soul of that transformation journey really is your corporate culture<\/a>. Without the right culture in place, a culture that has been deliberately designed to be customer-centric, your efforts to design and deliver a great experience for employees and for customers will sputter and falter.<\/p>\r\n\r\n\r\n\r\n

I like Bob Chapman<\/a>\u2019s definition\r\nof culture, which he shares in his book, Everybody Matters<\/em>: culture =\r\nvalues + behavior. I also like Herb Kelleher<\/a>\u2019s\r\ndefinition: Culture is what people do when no one is looking. Two visionary CEOs,\r\ntwo culture definitions that are closely related. You see, what people do when\r\nno one is looking is defined by the core values and the defined behaviors that\r\nalign with the values.<\/p>\r\n\r\n\r\n\r\n

In order for either of\r\nthose definitions to materialize into reality, core values, which are the foundation\r\nof the culture, must be defined, socialized, and operationalized. How does that\r\nhappen?<\/p>\r\n\r\n\r\n\r\n

1. Define Behaviors<\/strong><\/p>\r\n\r\n\r\n\r\n

Take some time to identify the desired behaviors associated with each core value<\/a>. Involve a select group of employees, i.e., perhaps your culture committee. Provide context around each value. What are examples of behaviors that are in line with the intent of the value? What behaviors would make any employee proud to work for your company? What behaviors are aligned with the culture<\/a> you are designing? You can also identify behaviors that don\u2019t align with each value, just to shed light and provide clarity on right and wrong. Defining the behaviors allows employees and executives to then translate the values into how they will do business, serve customers, and serve each other.<\/p>\r\n\r\n\r\n\r\n

2. Define Outcomes<\/strong><\/p>\r\n\r\n\r\n\r\n

For each value + behavior, define\r\nthe associated desired outcomes, including outcomes of operationalizing the value\r\nversus what happens if employees don\u2019t align with the value. Having behaviors\r\nand outcomes front and center provides employees with a clear picture of why each\r\nvalue is important to the organization. It also allows them to align \u2013 or not\r\n(in which case, they may self-select out). <\/p>\r\n\r\n\r\n\r\n

3. Communicate the Values<\/strong><\/p>\r\n\r\n\r\n\r\n

This is one of the most critical steps\r\nto designing the culture you desire. You can\u2019t just define values and behaviors,\r\npost them on a wall, and wait for them to happen. You\u2019ve got to communicate\r\nthem. You\u2019ve got to socialize them. There are a variety of ways you can do\r\nthis, including:<\/p>\r\n\r\n\r\n\r\n