A common frustration of many business owners is how difficult it is to find and keep “good people”. Conversely, “bad people”, those who regularly commit one or all of the Seven Deadly Sins, seem to abound. Even when “good people” are hired, it’s only a matter of time before they somehow mysteriously turn out to be “bad people”. The lament is often “they interviewed so well, but …”
Companies running on EOS® know that articulating and communicating your Core Values is essential to getting the right people in the right seats to help you achieve your vision. That’s because these values define the characteristics that you want every single person in the company to share so you can build the culture you want in your company.
Growing up in Minnesota, a.k.a. the Land of 10,000 Lakes, a fair amount of my childhood was spent on the water. We’d go swimming, boating, and my favorite - canoeing. As a kid, I’d jump in the canoe and take a seat; as the youngest, I was often seated in the middle of the canoe. While this position didn’t require that I paddle, my enthusiasm had me do so anyway as I wanted to participate in our progress. As a youngster, I wasn’t always focused and at times, I was rowing in the opposite direction! My energy was being wasted instead of moving our boat forward. I was dragging my team down because my efforts were not aligned with where we were going.
Once your leadership team discovers your company’s Core Values, it’s time to start using them to lay the foundation of your organization’s culture. To do that, you must have a compelling Core Values Speech.
I had a recent client session end with the team looking a little hangdog and expressing some disappointment. This was an EOS Vision Building™ 1 session, which includes getting the team’s Accountability Chart to about 90% complete and defining their Core Values.
When we dug into their disappointment, here’s what emerged:
- One team member was unhappy that in strengthening the Accountability Chart, they had surfaced a lot “Right Person/Right Seat” issues that needed to be solved.
- They were all unhappy that they were going to have to figure out how to make the Core Values they defined fit into the legacy Core Values imposed on them by their corporate parent.
So why were they disappointed?