Values and Culture – Your Guard Rails towards a Consumer-Centric Organization
Knowing what to do, what I'm allowed to do, and what I should do to support customers is linked to an organization's values. If values aren't defined, communicated, and integrated into the culture, the culture will limit the employees' ability and willingness to make decisions on their own, often asking for permission from someone else, delaying the client resolution. Without stated values and deep understanding, associates have no guard rails from which to operate.
Values set expectations for your work internally and externally Values define the responsibility for those serving the customer Values help the team row in the same direction
Values are the why and translate into expectations of how we do our work. Defining values means associates can use them when working with the customer and resolve challenges and issues on the first call. When an associate thinks about what actions to take, as long as they use those values, they know the leadership team will have their back.
But, Steve, values are soft.
After speaking with approximately 100 C-Suite or Founders of Start-ups over the last four months, the number one value I hear that is critical as part of their work in Health Care is integrity. It is so essential that it is usually the first value mentioned as part of my knowledge-sharing calls.
Why integrity? For CEOs, they must be able to trust their leadership team, associates, and partners to have the integrity needed to contribute to their role fully. If there is even a doubt about someone's integrity, likely, that person won't be in the organization for a significant amount of time. Integrity is also important from an employee's perspective. It is a mirror reflecting what leadership does, not just what they say.
What values are going to allow your leaders to lead, your employees to work with each other, and those in direct contact with your customers to leave a positive impression?