If Nobody Gets Fired for It, It's Not a Value
Read full transcript 2 segments
-
Values are just Values are just they're core principle words, right? they're core principle words, right? they're core principle words, right? They They're just foundational to who we They They're just foundational to who we They They're just foundational to who we are. I have personal values and but our are. I have personal values and but our are. I have personal values and but our organization has values. Well, we had organization has values. Well, we had organization has values. Well, we had some good values like superior service some good values like superior service some good values like superior service and teamwork and stewardship. But a and teamwork and stewardship. But a and teamwork and stewardship. But a value should be something that you get value should be something that you get value should be something that you get disciplined and or fired for for disciplined and or fired for for disciplined and or fired for for violating. violating. violating. Anybody ever get fired for not being Anybody ever get fired for not being Anybody ever get fired for not being innovative? No. Anybody ever get fired innovative? No. Anybody ever get fired innovative? No. Anybody ever get fired for not having vision? No. But those for not having vision? No. But those for not having vision? No. But those were our values. So, let's just scrap were our values. So, let's just scrap were our values. So, let's just scrap that. that. that. What are our values? Well, our values What are our values? Well, our values What are our values? Well, our values are ownership, act like you own the are ownership, act like you own the are ownership, act like you own the place, integrity, do the right thing for place, integrity, do the right thing for place, integrity, do the right thing for the right reason, compassion, the right reason, compassion, the right reason, compassion, excellence, and service. Those are our excellence, and service. Those are our excellence, and service. Those are our core values. core values. core values. >> And those are the things you violate >> And those are the things you violate >> And those are the things you violate them, you get fired. them, you get fired. them, you get fired. >> Yes, and top to bottom. So, what is it >> Yes, and top to bottom. So, what is it >> Yes, and top to bottom. So, what is it like to act like an owner as a like to act like an owner as a like to act like an owner as a custodian? What is it like to have custodian? What is it like to have custodian? What is it like to have integrity if you're in billing? What is integrity if you're in billing? What is integrity if you're in billing? What is it like to strive for excellence if it like to strive for excellence if it like to strive for excellence if you're a nurse? Whatever, you know, and you're a nurse? Whatever, you know, and you're a nurse? Whatever, you know, and we align our behaviors around our values we align our behaviors around our values we align our behaviors around our values and we reinforce it. My mom and dad and we reinforce it. My mom and dad and we reinforce it. My mom and dad would say more of this and less of that.
-
would say more of this and less of that. would say more of this and less of that. No to this and yes to that.
Summary
This transcript discusses the importance of defining and upholding core organizational values. It highlights that true values are measurable actions, such as ownership, integrity, compassion, excellence, and service, for which employees can be held accountable, unlike vague concepts like innovation or vision. The takeaway is to align behaviors with these actionable values and reinforce them consistently.