Putting Values to Work

When you’re spending a Saturday afternoon, a sunny one, away from family, in a “retreat space,” seated on a plastic folding chair eating Costco snacks, talking about values, it begs a few questions:

What are values?

Can we go home? What do values have to do with making this an effective social change organization?

How do we know what our values are? After we define them, then what?

Values are core principles expressed as action, norms of behavior, or attitudes. They get forged in an individual or group psyche by positive models or painful experiences. Whether or not you measure up every day, values are the gauge.

It’s important to define our values. Great Britain might easily have surrendered to the 3rd Reich. Surrender was a no brainer. But working backwards from values, not knowing how it would turn out, Churchill stood up to his naysayers, and called on his entire country to fight. Values compel us, no matter what the data say.

Action guided by values has persuasive power at an order of magnitude that boggles conventional thinking. This is why values are the cornerstone of any worthy human endeavor and essential to our community-benefit-driven enterprises.

Our nonprofit organizations aren’t facing down tanks and fighter jets, but pretty darned close. Chronic homelessness, under-resourced education, straining health care systems, chronic disease — big stuff. Whatever our missions, collectively speaking we are Winston Churchill, facing challenges that will overwhelm us unless we can inspire people to pay attention, dig in, share resources, and confront the gaping maw of uncertainty.

Values compel us to do what’s right by the world, yes, but internally, with our organizations, they guide us to be true to our standards of behavior such that our means are aligned with our ends. Ever been mired in the misery of an organization that says one thing and does another? Values disconnects are the stuff of workplace hell. Why the high turnover? Why are we losing some of our best board members? Frequently, values disconnects occur not out of malice, but because an organization’s board and senior leaders have not invested the time to define and integrate values into the functional and decision making processes of the organization.

Whether you need to update your values or start from scratch, here’s what not to do. Don’t start asking people to swarm over a list of words and place sticky dots next to their favorites. The dictionary assigns each word multiple definitions. Words are complex and laden with our subjective meanings. Let’s not doom ourselves to this frustrating rabbit hole.

Instead, start with stories of when you’ve lived your values. Your good times, your challenging ones, the more epic the better; stories are how you suss out what you truly care about.

Here’s an exercise I use with board/staff groups to discern organizational values. This exercise takes about 90 minutes. (Skip past the fine print if you prefer to refer to this later.)

STEP 1: (15 min) Work on your own, timed writing exercise:

  • Write down a story of a time when your organization did something you are proud of. What made it challenging? Why did it come together?
  • Write down a story of a really hard time your organization faced and how you got through it. Who were the s/heros? What made the critical difference?
  • Write down the story of how your organization got started? Why was it imperative your organization come into being? What was special about it?

STEP 2: (15 min) Work with a partner, share stories, listen for values:

Turn to a partner and share your stories one at a time. Partners, as you hear the stories, listen for and write down values words. Words like honesty, equity, tenacity, fairness, creativity, etc. When the first storyteller has finished telling all three of her stories, the listener reports back the values words to the storyteller. Now switch. The first storyteller now becomes the listener and writes down values words while his partner reads aloud his stories. Repeat the process above. After having heard both person’s stories, choose your favorite, most values-rich story from among your six to share with the full group.

STEP 3: (30 min) Work as a whole group, each pair shares favorite story, facilitator lists values words.

As a group, the facilitator asks pairs to share out their favorite story with the whole group plus their corresponding values words. The facilitator writes down the values words on a sheet at the front of the room.

STEP 4: (30 min) Work as a whole group to define categories, group values words, select:

After all groups report, review your full list of values words. Notice any natural groupings or themes and whether any categories seem to emerge. Group words by category (aim for no more than 6) and pick a single word from each category that best captures the essence of that category. Finish up by assigning 1-3 people to draft up descriptions next to your values words for review at a subsequent face-to-face meeting.

After defining values, then what?

Here are a several excellent examples of Values Statements or Guiding Principles. Creating a written statement is a fantastic milestone. But don’t stop there. Operationalize it. You can use the following questions to get started:

  • Where are we already living our values and how can we build on that?
  • What would integration of our values in our workplace and board culture make possible? What would it take to create that integration?
  • If our program approach were 100% aligned with our values what would that make possible? What would it take to move toward that alignment?

Looking for examples? In her September 11, 2015 column in Nonprofit Quarterly Column “Values in Your Organization and What they Have to Do with Making Money: Part 2”, Simone Joyaux offers eleven ways to operationalize values in your organization. My idea number twelve is to build values into high stakes decision-making with a “Strategy Screen.” Your Strategy Screen reminds you to consider what’s important — including values — as you weigh which direction to take.

A values vacuum hurts people and compounds the suffering our sector exists to ease. In 2012, Susan G Komen announced it would withdraw nearly $700,000 in funding from Planned Parenthood claiming it was doing so in response to in inquiry by a member of Congress. Its decision directly defunded breast screenings for poor women. In response, Komen affiliates experienced a huge backlash and support plummeted. The organization has never recovered and continues to see declining revenue and affiliate consolidations. In 2010, The American Red Cross raised $500,000 for Haitian earthquake relief that today, in 2018, has not been accounted for. No rebuilt roads, no more than six permanent homes. Contributions are on a death spiral. What values were at work here?

Our values guide us to stand up and do what’s right even when it’s difficult or lonely. But don’t think that values are old fashioned, even in this crazy era of rampant lying by people in high places. Rock solid, unambiguous values are your power source to advance along your strategic mission making path.

Need help operationalizing your values? Let’s talk.


What’s your vision, what’s your plan? Andrea’s mission is to evoke the moral imagination of nonprofit leaders (and occasionally the person sitting next to her on light rail) to create the world we all want. A strategic planning geek, she guides organizations through customized planning processes, resource development interventions, mergers, and leadership transitions.

Check out some riveting stories from her travels here.

Casting the Role of Your Next Leader

“I can’t afford to make a mistake on this next hire, Andrea. It has to be the right person. What should I do?”

On hiring the right person, especially in our “data-is-all-powerful” era, advice abounds. Here is mine:

  1. Your organization and the environment have not stood still. Be clear what brand of leadership is needed now for your community and for your organization’s evolution.
  2. Your organization is about the purpose, the people, the culture, and the experience of being part of the team making it happen. Knock prospective candidates’ socks off with a position description that captures your organization’s heart and soul.
  3. Leadership is not management. If you want to attract a leader, frame your description as a call to adventure.
  4. Management is important too, so check in with your team about what effective management would actually look, smell, and feel like. In addition to experience, qualification, and know-how, describe qualities and style traits in your position description.
  5. Source outstanding candidates from your existing team and peers in your field. Internal referrals result in a higher quality candidate pool, and far greater retention.
  6. If you can, use a qualified, highly recommended search firm. Expect to collaborate with the process, and not just outsource it.
  7. Candidates are assessing you as much as you are assessing them at every touch point. Conduct a relational, respectful, and expeditious hiring process.
  8. Set your pay scale and your overall compensation to attract the very best, and share your salary range on your position announcement. Don’t believe the adage that nonprofit staff work for the mission. People have families to support and retirement looming. Turnover, lost productivity, opportunity cost, talent burnout are real – take care of your most crucial resource — people.

Even if you check off every item on this list, all of you grizzled veterans out there know, the likelihood of a failed hire is still high.

Why?

To reflect on this question, I turn to the world of casting. After a movie, do you stay behind watching the credits roll on the screen? Next time notice the casting director. The casting director works closely with the director, studio execs, sometimes even investors, to find the perfect actors to play every single role in the film. It’s an incredibly important and often unsung role.

Ever heard of Marion Dougherty? Of course you haven’t! Marion was a hidden figure of the motion picture industry who pioneered the field of casting. In the 1960s, she set up a casting office in New York City and was ultimately recruited in the 1970s by Paramount. At Paramount she developed a reputation for casting “unproven” actors in high profile, big budget films. Her choices were gutsy. Marion launched the careers of iconic talents like Dustin Hoffman, Glenn Close, Robert Redford, and Jon Voight. Her choices were responsible for one epic blockbuster after another. Her success was uncanny. How did she do it?

As Jon Voight said, Marion “could see what people couldn’t see.” What was her secret? Unlike the stodgy studio executives who fought her tooth and nail, she understood the changing social context of the 1960s and 70s. Audiences wanted a more authentic kind of human being on the screen. She was not afraid to innovate – to bring an edgier style of acting to film. She had a sense for chemistry and ensemble – how a particular actor would play with other actors.

But Marion was not casting from a recipe book. Her decisions came from the genius of “gut reaction,” as she called it, or what Malcolm Gladwell referred to in his book “Blink” as the “adaptive unconscious.”

“Blink” explores the way people make decisions. Through stories and research, Gladwell debunks the conventional assumption that decisions based on tons of data and analysis – aka “conscious strategy” — are superior. In fact, it turns out, conscious strategy is less reliable than adaptive unconscious decision-making. Such heresy! (If you have not already, I highly recommend checking out “Blink” and all of Gladwell’s wonderful books.)

Even if you are still skeptical about this business of gut instinct, consider the metrics — Marion Dougherty’s successful track record. When you engage in a hiring practice, should you follow all of basics (see above)? Of course! Does that guarantee a great hire? Of course not?

Think back to the times you’ve faced an unsuccessful hire. In spite of doing all of the right things, were there warning signs you ignored before you made the offer?

Before you decide on your next hire, consider this. Can you see this person bringing something fresh, perhaps something unexpected (maybe even some much needed creative tension) to shift things into a higher gear? Could this person be more than good, but great, and could their presence on the team help others feel and be great?

What about you job seekers out there? Try these questions on from your vantage point. Looking back on your career, where did you become the role and experience yourself in a whole new way? When did your team bring something out of you that inspired or antagonized you to be your best self? What epic community results were made possible in part because you were part of that cast?

Do your due diligence of course, but in the end pay attention to your gut.

Are you embarking on a leadership transition? Let’s talk.


What’s your purpose, what’s your plan? Andrea’s mission is to evoke the moral imagination of nonprofit leaders (and occasionally the person sitting next to her on light rail) to create the world we all want. A strategic planning geek, she has guided scores of organizations through customized planning processes, resource development interventions, mergers, and leadership transitions.

Check out case studies here.

Copyright July 2017