There is a"big difference between an honest difference of opinion in the house, a published doctrine, and a series of ironclad rules which must be inflexible, inexorable, and which nothing can ever modify."
I met David in 2002 while attending a workshop at the University of Cape Town to transform organisational culture. He was a member of the "homegrown" Management Development Institute (MDI) unit within the executive team of the BMW Group. When parts of the team were set aside to attend a six-week M-level leadership course at UNIS, David was sought out to assist in the transformation of the MDI unit.
"We need to forge a common language, settle on a shared vocabulary that represents the strategic core, and then become the first-class citizen in our own organisation because as an organisation's identity begins to emerge, our products are treasured, our customers are loyal, and our employees are engaged."
"Exemplify the values speak more" often focuses on the potential benefits of purposely and publicly acting in accordance with high standards of values already displayed. Unfortunately, the parochial benefits of an organisation's mission and vision may well be undisturbed by its actions, unless there is a potent revolution or collapse, which is possible but highly unlikely.
When a clear vision of values is articulated explicitly, employees often live and breathe the values and will seek to live and breathe in accordance to the values. By this definition, the appearance of value, therefore, is something that must be publicly seen and addressed. This means that a public performance of values should help to guide decisions in an organisation. When standard-setting transcripts are gathered, there is often a need for "individual" feedback, which is itself an exercise in public performance. d2c66b5586