Values Matter : Even for Most Admired Companies

Keith Starcher
DayStar Consulting, Inc.

Someone once asked me, “Have you ever noticed how many automobiles are white?”  No, I never had noticed.  But after being asked that question, it seemed that every other vehicle I saw was white.  (By the way, white is #2 behind silver according to DuPont Automotive's ranking of the most popular automotive colors in North America—thank you,  Google)

Perhaps the same thing is happening with me regarding “Values.”  I’ve been thinking a lot about Personal and Business Values lately (see Weekly Insight 2-6) and the topic keeps “popping up” wherever I look.  For example:

Most Admired Companies

FORTUNE magazine’s March 6, 2006 issue reveals the 2006 Most Admired Companies and my former employer, GE, tops the list.  One article tries to explain how GE stays on top and a GE board member shares this point of view: “GE has a remarkable corporate culture.  Wherever you go, you find people who subscribe to the same values, share the same set of principles.”   I like the words “subscribe” and “share.”  Imagine having shared values and principles across 300,000 employees.

And then, Noel Tichy, the former head of GE’s Crotonville Leadership Development Program, shared a few insights into Jeff Immelt, GE’s CEO who took the reins from Jack Welch in 2001: “Jeff Immelt took over in 2001 with a 20-year run ahead of him.  That was a tough time—the end of the bubble, 9/11, corporate scandals.  (His challenge was) What do we keep?  What don’t we keep?  Jeff’s answer was to propose a new set of values—imagine, solve, build, and lead.  These fit with his agenda of moving into whole new sets of businesses…”   It’s interesting to note here that “his agenda” (or vision) had to fit with the Business Values he was promoting. 

Values—subscribe, share, fit—seem to play an important role in the Most Admired Company in the world.  Values do matter.

And then I happened to come across a John Maxwell book entitled, Today Matters (12 daily practices to guarantee tomorrow’s success).  And what chapter jumps out at me?  “Today’s VALUES Give Me Direction”

In this chapter the author challenges us to “make the decision to embrace and practice good values daily.”  Maxwell quotes comedian Fred Allen who once said, “You only live once.  But if you work it right, once is enough.”  How can people work it right?  By knowing their values and living them every day. 

On a practical level the author provides us with a way to determine our Personal Values.  He suggests that we write down any and every idea you can think of concerning values.  List every admirable character quality that comes to mind.  Set the list aside for awhile but continue to add to the list as things pop into your head.  After a few weeks, start combining

ideas on the list (as an example, truthfulness and integrity really overlap—choose one).  Narrow the list down.  Which values are based on truth and your highest ideals?  What do you truly stand for? 

Once you’ve created your list of Personal Values, keep the list in front of you somehow.  Make sure you see the list daily.  Make a decision to live by these values every moment of every day.  For one thing, this should ease your decision making.  If the decision would cause you to violate one of your Personal Values, you don’t do it…period. 

Values, in and of themselves, are pretty abstract.  Maxwell suggests that you write a descriptive statement for each value, explaining how you intend to apply it to your life and what benefit or direction it will bring.  For example, John Maxwell listed “thinking” as one of his values and stated that “I value thinking because it gives me an advantage.” 

As you go about your day and face decisions, measure your choices against your values.  Where appropriate, explain how your values impacted the decision you just made.  This will help solidify your own understanding of the impact your values are having on your life.  Be forewarned, however, that it is very dangerous to identify and articulate your values and then not practice them.  Your integrity is at stake.  Discrepancies between values and practices create chaos in a person’s life.  The same can be said regarding organizations—not walking the talk eventually creates chaos. 

Here’s a great quote from Normal Vincent Peale and Ken Blanchard (from The Power of Ethical Management): “Nice guys may appear to finish last, but usually they are running in a different race.” 

Living by your Personal Values may lead you to compete in a different race.  Doing the same within your company (living your Personal Values and Business Values) will most certainly identify you as a different kind of competitor running a different kind of race. 

I was talking to a very successful entrepreneur this week.  We were talking about success and money.  His comments (paraphrased): “It’s not about the money.  It’s about making a difference.  It’s about having a positive impact for God’s kingdom.”

That sounds like a different race, doesn’t it?  In which race are you competing? 

Do you not know that in a race all the runners run, but only one gets the prize? Run in such a way as to get the prize. 1 Corinthians 9:24 

Therefore, since we are surrounded by such a great cloud of witnesses, let us throw off everything that hinders and the sin that so easily entangles, and let us run with perseverance the race marked out for us.  Hebrews 12:1 

I have fought the good fight, I have finished the race, I have kept the faith. 2 Timothy 4:7 

What do you think?  Does this Weekly Insight make sense to you?  If you’d like to share your thoughts with me, please do so at keith@daystarconsulting.com.

Keith

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