{"id":31201,"date":"2018-03-08T14:41:12","date_gmt":"2018-03-08T22:41:12","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=31201"},"modified":"2018-03-09T20:57:46","modified_gmt":"2018-03-10T04:57:46","slug":"teams-values-defined-behavioral-terms","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/career-advice\/on-the-job\/teams-values-defined-behavioral-terms\/","title":{"rendered":"Are your team’s values defined in behavioral terms?"},"content":{"rendered":"

[et_pb_section fb_built=”1″ admin_label=”section” custom_padding_last_edited=”on|desktop” _builder_version=”3.0.103″ background_image=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/03\/team-management1.jpg” custom_padding_tablet=”50px|0|50px|0″ padding_mobile=”off”][et_pb_row admin_label=”row” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”1_3″ _builder_version=”3.0.47″ parallax=”off” parallax_method=”on”][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”3.0.47″ parallax=”off” parallax_method=”on”][et_pb_divider height=”200″ disabled_on=”on|on|off” _builder_version=”3.0.47″][\/et_pb_divider][et_pb_text _builder_version=”3.0.103″ text_font=”PT Sans||||” text_font_size=”72″ text_font_size_tablet=”52″ text_font_size_last_edited=”on|tablet” text_text_color=”#ffffff” text_line_height=”1.1em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”620px” custom_margin=”0px||0px|”]<\/p>\n

Are Your Team’s Values Defined in Behavioral Terms?<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” _builder_version=”3.0.47″ custom_padding_tablet=”50px|0|50px|0″ padding_mobile=”off”][et_pb_row use_custom_width=”on” custom_width_px=”1200px” custom_padding=”20px||0px|” custom_padding_tablet=”0px|||” column_padding_mobile=”on” parallax_method_1=”off” parallax_method_2=”off” admin_label=”row” custom_padding_last_edited=”on|tablet” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”1_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/02\/Edmonds-headshot-1.jpeg” show_bottom_space=”off” align=”center” disabled_on=”on|on|” _builder_version=”3.0.101″ animation=”off” sticky=”on”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”3.0.47″ text_font=”PT Sans|on|||” text_font_size=”20″ text_text_color=”#02b875″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|”] CHRIS EDMONDS<\/a><\/span> [\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”3.0.47″ text_font=”PT Serif||on||” text_font_size=”16″ text_text_color=”#363636″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|”] Chris Edmonds is the founder and CEO of the Purposeful Culture Group, which he launched after a 15-year career leading and managing teams. [\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_text _builder_version=”3.0.103″ text_font=”PT Serif||||” text_font_size=”24″ text_font_size_last_edited=”on|tablet” text_text_color=”#363636″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” custom_margin=”0px||0px|”]Do your leaders and team members know exactly how great corporate citizens are supposed to behave in your workplace today? Values set the stage for workplace inspiration but values expectations without observable, tangible, measurable behaviors fail to create an environment of trust, dignity, and respect.<\/p>\n

Let\u2019s look at performance management. Leaders have trouble inspiring a team and team members to consistent performance without clear goals. Yet simply having clear goals doesn\u2019t guarantee consistent high performance.<\/p>\n

Effective leaders use a variety of performance-alignment behaviors \u2013 modeling, engaging, observing, monitoring, coaching, re-directing, celebrating progress, etc. \u2013 to ensure teams deliver on performance goals.<\/p>\n

Those same practices can ensure teams align with desired valued behaviors while pursuing their goals in the workplace.<\/p>\n

In fact, once values standards and behaviors are published and communicated, scrutiny of valued behaviors increases, drastically. Leaders\u2019 every plan, decision, and action are placed \u201cunder the magnifying glass\u201d by other leaders and team members.<\/p>\n

If team members can find examples of leaders\u2019 behaving in ways that are inconsistent with the new valued behaviors, their resistance to the change grows stronger. They express their frustration with the new values \u201cdemands\u201d because this or that happened, \u201cwhich is clearly not aligned with the new values.\u201d<\/p>\n

Here\u2019s an example from one of my culture clients. About six months into this client\u2019s culture refinement efforts, the division president and three of his direct reports went to a conference. The president decided to take his wife on the trip \u2013 at his own expense \u2013 and spend a couple of days after the conference to enjoy a little downtime with his spouse.
\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ background_color=”#f7f7f4″ _builder_version=”3.0.47″ custom_padding=”0px||0px|”][et_pb_row make_fullwidth=”on” custom_width_px=”680px” use_custom_gutter=”on” gutter_width=”1″ custom_padding=”0px||0px|” make_equal=”on” column_padding_mobile=”on” background_color_2=”#efefe9″ parallax_method_1=”off” parallax_method_2=”off” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”2_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/03\/team-management2.jpg” show_bottom_space=”off” _builder_version=”3.0.103″ animation_direction=”off” animation=”off”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” background_color=”#efefe9″ parallax=”off” parallax_method=”off”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/03\/team-management3.jpg” show_bottom_space=”off” _builder_version=”3.0.103″ animation_direction=”off” animation=”off”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”3.0.103″ text_font=”PT Serif||||” text_font_size=”24″ text_font_size_last_edited=”on|phone” text_text_color=”#818178″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20%|10%||10%” custom_margin_tablet=”|10%||10%” custom_margin_last_edited=”on|desktop”]Effective leaders use a variety of performance-alignment behaviors \u2013 modeling, engaging, observing and monitoring.
\n[\/et_pb_text][et_pb_text _builder_version=”3.0.47″ text_font=”PT Sans|on|||” text_font_size=”12″ text_text_color=”#888888″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_last_edited=”on|tablet”] CHRIS EDMONDS [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.0.47″ custom_padding=”0px||0px|”][et_pb_row use_custom_width=”on” custom_width_px=”1200px” use_custom_gutter=”on” gutter_width=”4″ custom_padding=”20px||0px|” custom_padding_tablet=”0px|||” column_padding_mobile=”on” parallax_method_1=”off” parallax_method_2=”off” parallax_method_3=”off” parallax_method_4=”off” admin_label=”row” custom_padding_last_edited=”on|tablet” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_text _builder_version=”3.0.103″ text_font=”PT Serif||||” text_font_size=”20″ text_font_size_last_edited=”on|tablet” text_text_color=”#363636″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”60px||0px|” custom_margin_tablet=”40px||0px|” custom_margin_last_edited=”on|tablet”]Within a week of their return, three supervisors told the president that some team members were complaining that the president took advantage of his position to have the company fund his wife\u2019s trip . . . and that action didn\u2019t align with the division\u2019s new \u201cintegrity\u201d value or behaviors.<\/p>\n

The president was surprised at their concern but understood it. Within a week, he held a town hall meeting to address their concern, showing that he\u2019d funded her expenses himself. He thanked people for raising the concern.<\/p>\n

How did people learn of the president\u2019s wife\u2019s attendance on the trip? It was a natural result of the increased scrutiny. People talk and people make assumptions.<\/p>\n

Is that scrutiny of valued behaviors fair? Certainly, it is! Leaders are \u201cchanging the rules\u201d when they add values standards \u2013 specific behaviors \u2013 to the mix. Humans don\u2019t like change \u2013 even if they understand the rational reasoning behind the change!<\/p>\n

Team members embrace change only 1) over time and 2) when they see their leaders and peers consistently embrace the new practices – when values are not only defined in behavioral terms, but modeled, communicated, and celebrated, daily.
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Do your leaders and team members know exactly how great corporate citizens are supposed to behave in your workplace today? Values set the stage for workplace inspiration but values expectations without observable, tangible, measurable behaviors fail to create an environment of trust, dignity, and respect.<\/p>\n","protected":false},"author":2957,"featured_media":31203,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[32],"tags":[8],"class_list":["post-31201","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-on-the-job","tag-leadership"],"acf":[],"yoast_head":"\nAre your team's values defined in behavioral terms? - Careers in Government<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/career-advice\/on-the-job\/teams-values-defined-behavioral-terms\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Are your team's values defined in behavioral terms? - Careers in Government\" \/>\n<meta property=\"og:description\" content=\"Do your leaders and team members know exactly how great corporate citizens are supposed to behave in your workplace today? 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