Aligning Values to Bring Impact

In my last two articles, I introduced the Impact Grid and then followed it up with a deeper dive into the Performance aspect of the Impact Grid. This article I will jump into the critical part of the Impact Grid and that is measuring Values and the Impact of those Values.
 
Simon Sinek talks about the issue where toxic leadership tends to be promoted because we have metrics galore to measure performance, but because it is difficult to put a numeric value on such things as trust and how you are as a person, those areas don’t typically come into play for promotions. (See Simon Sinek Why Toxic Leaders Get Promoted.)
 
So how do you work Values into the Impact Grid? Organizations typically identify a set of core beliefs and guiding principles that shape a company's behavior, decision-making, and overall identity, these become their Values.  
 
But let’s be honest. They typically become buzz words, ideal states of unicorns and rainbows that are more fluff than fact. Ideally, they would like them to be the foundation for how employees interact with each other, customers, and stakeholders but that is not always the case. They become eyerolls and sarcasm fodder for the disenchanted.
 
SETTING THE VALUES
Setting Values is similar to setting a Vision. It’s hard to get buy-in on the values when it is a single point of view. Entrepreneurs tend to struggle to convey their vision because it is so intimate to them. They find it difficult to translate the vision into a language that others can understand.
 
The same can be said for Values. What the Entrepreneur “valued” in their unshakeable determination to create a business may not be the same values that will establish a sustainable, flourishing business. Be open to input and influence by your fellow teammates.
 
When setting Values, they can’t be reactionary. You can set them because of an observed undesired behavior in your team. That won’t give credence and will serve only as lip service because in practice, they have been tolerated. 
 
Engage your team to refine the Values into desirable AND achievable states in which you would like to operate. But don’t set your team up for failure by turning Expectations into Perfection. An ideal state doesn't leave wiggle room when situations arise. It can negatively impact your team if you make your values unattainable to practice every day. 

ALIGNING THE VALUES
Once you have identified the Values that will be your guiding principles, you need to describe them in actions in ways that people can easily understand and will strive to live up to those values.
 
Aligning people to the values is about getting to the “why” which I have found to be one of the few ways to move someone to the right on the Impact Grid. When you can explain WHY the Value is important and you can relate it back to them and their world, you can see the moment their eyes open wide in understanding, and they see their connection to the values.
 
Having alignment to the values should be a prerequisite to be on the team. The values should be shared during the interview process so that there are no questions. More than performance, this should be your focus in the early stages.  Are they the type of team member that you want on your team? If they are, then you can teach them the skills.
 
MEASURING THE VALUE
That is why Impact is such a critical piece. You can share the values and agree with them. Demonstrate them in your actions, which is good. BUT are you promoting them? Are you representing the values in everything you do? Are you living them and truly walking the walk?
 
So, when it comes to the Values, you are looking for two things: the absence of the value and the impact of the value. Practicing and not going against the value is the standard. But the impact you have on others by practicing the value is what moves someone to the right on the grid. Likewise, the negative impact that comes from not practicing the value moves them to the left and MUST be addressed quickly.
 
It’s a moment where other employees are wondering what you will do. They are grading you to see where you are on the grid and how committed you are to holding up the Values. Will you walk the walk?
 
If, for example, you have 5 team Values and a team member is following all of them in practice but only has two in which he is significantly impacting others, then as a leader, your focus area will be on enhancing how they can improve impact in the other three values. It may be to explore further what the definition of the value means to them and to others. What are examples of how that value could be realized for the benefit of others? That is having an impact.
 
This will always be more subjective than performance metrics. You need to identify and track examples of your team members living out the values. Use of 360 reviews about the quality of the team member as a person is a way to obtain metrics to put people on the grid.




High performers will always perform… until they leave. High performers will always make an IMPACT… both good and bad. The only long-lasting, powerful IMPACT can be found when Performers connect, align and live the well-defined and understood values of your organization. At that point, your high performers understand the role they play in the future of others. They understand the IMPACT they have, Beyond Today.

---