Video transcript:
Once you define your ideal work culture, how do you know if your leaders and team members are on board with it? Must be measured regularly. Here’s how:
Senior leaders must first define their organization’s ideal work culture by formalizing the values they want everyone in the company to exhibit in their daily interactions. Next, you need to specify the observable, concrete behavior that models those values.
One client identified these measurable behaviors to explain exactly how leaders and team members must demonstrate the value of respect.
- I actively listen (by making eye contact, acknowledging concerns, and summarizing the conversation) to help my colleagues feel heard and acknowledged.
- I am responsive to the needs of my colleagues and take the time to help them meet their daily needs.
- Arrive to work or meetings on time and prepared to contribute constructively to the team.
- I communicate openly, directly and courteously with all colleagues.
Senior leaders also formalized observable behaviors around four other company values, including continuous improvement, accountability, inclusivity, and teamwork. Next, senior leaders need to measure how well their leaders align with their valued behaviors.
Our proven approach uses customized employee surveys to gather feedback on demonstrating your values. The survey asks employees to rate how well their leaders’ models define valued behaviors in their daily interactions. Your answers will be kept confidential. Ratings are not attributed to individual respondents. We use a 6-point scale (1-6) to rate employees’ valued behaviors. Desired scores are at the 5 and 6 levels, indicating that respondents “agree” or “strongly agree” with the statement. Employees with scores in the 1-4 range are undesirable.
In this client’s most recent survey of executive team members, two senior leaders received vastly different ratings on this question. “My immediate supervisor provides his time and support to meet the daily services and needs of other team members.” On a scale of 1 to 6, the operational leader rated him at a 5.6. did. The department leader’s rating was 4.5.
A rating of 5.6 is a very positive score. Employees see operations leaders consistently modeling this valued behavior. A rating of 4.5 indicates that employees do not see department leaders consistently demonstrating this valued behavior.
Operational leaders’ evaluations were excellent in all survey items. The department heads’ average rating was 4.0, which was much lower than expected. His immediate supervisor created a development plan to help this leader demonstrate all of his valuable behaviors.
Culture can be measured. You can’t improve if you don’t measure.
The opinions expressed by SmartBrief contributors are their own.
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