Of espoused values and enacted values

"This slide has a spelling mistake", remarked one of employees attending the 'corporate values workshop'. "Sorry, I can't find it", said the puzzled facilitator. "The problem is with what is shown as renewal. The correct spelling should be removal!", replied the employee. 

We come across these kinds of tragicomic situations when there is a significant difference between the 'espoused values' (the values that an organization publicly states that it believes in) and the 'enacted values' (the values that the organization actually exhibits) of an organization. The enacted values get reflected in the manner in which the organization treats its stakeholders, including the employees. 

In the particular incident that we started this post with, the employee did have a point. The organization had gone through repeated cycles of trying to renew itself by firing a large number of employees and replacing them with new employees. While there was no evidence to prove that the newly hired employees did any better than the employees they replaced, it did give the management the satisfaction that they took quick and decisive action. It also created an illusion of progress (or even an illusion of renewal). So, 'renewal' in this organization actually meant 'removal' though it was referred to by means of more progressive terms like 'workforce refresh' and 'top-grading'!

It is indeed 'fashionable' to have well-articulated set of corporate values. Also, how can we even think of (let alone work with) an organization that doesn't have any values? However, the most essential thing about values is that they should be 'valued'. To me, something should be called a value only if it is so important (so valuable and so core to the organization) that the organization will exhibit it even when it leads to competitive disadvantage or results in a loss to the organization. Also, values are about 'who you are' as an organization and hence the values are 'discovered' (not 'designed'). 

Unfortunately, many organizations trivialize values and hence the values 'safely' remain in corporate presentations and on the walls of the organization. The arduous journey from the walls to the head to the heart and to the hands is never even seriously attempted. Ironically, this lack of congruence between the espoused values and the enacted values of the organization creates the highest amount of 'cognitive dissonance' and 'disengagement' in the case of those sincere employees who take the organization and its stated values seriously.

Any comments?

The silent organization

"I noticed something surprising during my induction program. While I met many employees from the various functions and levels in the organization, no one told me any stories about the organization. This has never happened to me in any of the organizations that I have worked before!", said the newly hired employee with a puzzled expression. 

The first thing that came to mind when I heard the above exchange was the Sherlock Holmes story ‘Silver Blaze’. The following exchange takes place in the story: 

Scotland Yard detective: "Is there any other point to which you would wish to draw my attention?"

Holmes: "To the curious incident of the dog in the night-time."

Scotland Yard detective: "The dog did nothing in the night-time."

Holmes: "That was the curious incident."

Typically, employees like to tell stories (from the 'glorious past' of the organization) to a newcomer. These stories could be about a great leader who architected a turnaround in the organization, about a team that managed to accomplish a difficult goal in the face of overwhelming difficulties, about something that the organization did that made big impact on the society, about an amazing example of customer service, about a significant innovation or technological breakthrough made by the company, about outsmarting the competition etc. The stories also could be about something in which the employee was personally involved like an accomplishment, a great manager or team member or mentor, an incident where the company went out the way to support the employee during a crisis etc. 

Telling these stories to a newcomer allows the employees to 'relive' the incident and feel proud and energized. These stories can help the newcomer to connect to the heart and soul of the organization better than any facts and figures presented during the induction. It is said that a social group (including an organization) constructs its reality through the stories and legends. These stories embody the culture and values of the organization and serve as an effective enculturation tool. Also, the connect between the new employee and the organization (a key component of employee engagement that impacts the motivation and retention of the new employee) happens mainly through the connect the new employee forms with the current employees (and their stories!). So, this kind of storytelling is highly beneficial for the newcomer, the existing employees and the organization. 

If these stories are absent, it can be a sign of potential trouble for the organization and a useful 'early warning' for the new employee. Silent or 'story-less organizations' tend to be devoid of 'identity' and 'soul', and, hence it becomes impossible for the stakeholders, including the employees, to connect to it at an emotional level. After all, what is there to connect with?! 

Hence, typically, these kind of 'silent situations' occur when the employees are unable to connect emotionally to the organization or when they don't feel proud about the organization, their function or their job. While it is possible that 'nothing worth mentioning has happened in the organization', it is more likely that the employees 'didn't feel the connection and ownership' to what has indeed happened.  

These situations are more likely in organizations that take a more transactional approach to people management and don't pay sufficient attention to employee engagement, sense-making and creating a sense of belonging. Another possibility is that the organization has done something  trust-destroying (or even 'soul damaging'), like a 'mismanaged restructuring' or 'acting in a manner that very much at odds with the espoused values of the organization'. 

The difficult thing here (for the organization) is that the situation can't be remedied just by getting the internal communication function to hunt for/write a large number of stories and do an intense campaign based on those stories. It is because the problem is with the 'emotional connection' to the stories and not with the absence of stories. In a way, it is a like the type of diabetes that occurs not because of lack of insulin but because of the loss of sensitivity to insulin! 

At the most fundamental level, this is exactly the way it should be. Storytelling is an intensely human activity and unless the human side of the organization is given adequate importance and nurturing, storytelling (and culture building and employee engagement/retention based on the same) would be an impossible dream! 

Stories come alive (for the storyteller and for the listener) only when they come 'straight from the heart' and that can happen only if the employees can connect with the story (and the organization) emotionally (and not just rationally). So, in an organization that doesn't invest in building and sustaining an emotional connect with the employees, employees are unlikely to connect with 'corporate-sponsored stories' and they are even more unlikely to tell those stories to newcomers. Yes, the employees might derive some pleasure in ridiculing the 'corporate-sponsored storytelling' attempt!    

Postscript: One of the queries that I have received in response to this post is whether this kind of storytelling can happen without face to face interaction (as virtual working is the norm in the current pandemic situation). I think that storytelling and the connect through the same can take place through virtual interactions also. These days, even psychotherapy is being done effectively through virtual meetings. It has been said that one of the advantages of virtual meetings is that one can observe the other person very closely without making that person feel uncomfortable. Of course, it works the other way around also!

Any comments/ideas?

Of inner compass and uncertainty

“Do what you think is right!”, said the HR leader. I had gone to him to seek his advice on a complex issue where there were multiple courses of action possible and all of them contained significant risk of failure. Somehow, this comment impacted me profoundly.  

I am not sure if I interpreted this comment in the way he intended it to be. May be, the that is exactly the way it should be. The impact of these conversations are often similar to what happens when we read a great book. The meaning often runs in parallel with or is even independent of what is written/spoken. These books (and conversations) create some sort of a ‘field’ that helps us to derive our own meaning.

I guess, the current uncertain environment made this comment emerge from the ‘back of the mind’ to the ‘day to day mind’! To me, what is great about this comment is that it helps in decision-making under uncertainty. 

To maintain integrity (in the sense of integration of thoughts, words and deeds), our actions should be in alignment with our values (what we consider as important, see ‘Of values and competencies’). In an uncertain situation, evaluating the various courses of action based on whether they are likely to work becomes even more difficult. 

So in such situations, one’s inner sense of right and wrong or the inner sense of fit or inner sense of beauty (one’s inner compass) becomes the only useful guiding force. If one hasn't paid enough attention to this inner compass, then one's actions might be driven primarily by fear, in uncertain situations. Use of this inner compass also ensures some sort of affirmation/intrinsic reward even if the course of action that one chose doesn’t succeed to the expected level or ‘pay off’ in the external sense!

This 'inner compass' is somewhat like a muscle. The more one uses it the stronger it gets. In a way, this creates a bit of a 'chicken and egg problem' and hence this involves some sort of 'leap of faith', with the word 'faith' being used in its original meaning of 'trust' (from Latin 'fides').'  While external validation has some relevance, the most important question is if one beats oneself up if the choice made using the inner compass does't succeed as expected. This brings to mind the following quote/story: "From the morning, I have been standing in front of a house begging. Only now I realized that it was my own house!".  

Note: It would be interesting to examine if the concept of 'inner compass' is applicable at the organization level also. To me, the 'inner compass' is applicable - for those organizations that have done successful 'soul-searching' efforts and haven't 'bartered away the soul' after that. In a way, the 'real values' of the organization (not necessarily the ones that are pasted on the walls) are the closest organization equivalent to the inner compass. One must differentiate between values and competencies. Something qualifies as a value only if it is so important (so core/so valuable) to the organization identity that it would be demonstrated even if it leads to a competitive disadvantage. Also, values are discovered (through a deep soul-searching process) and not designed. Competencies are about how to win whereas values are about how to live! 

Any comments/thoughts?