Defining values is one thing, living them is another
This is how companies can better align with the values they claim to uphold.
AARON HURST: I think we're recognizing more and more the importance of values. And when you ask people about their preferences for work and where they want to work, they often cite they want a company that has strong values that are aligned with theirs. So you see more and more CEOs, more and more leaders, investing in the articulation of their corporate values.
You see consulting firms making millions of dollars helping organizations, you know, define their values. What we're seeing consistently is this is not working. What's happening is CEOs are defining the values of the organization. They're putting them on a beautiful poster boards. They're putting them on websites. They're promoting them out there. They might be getting on a stage at a large conference for their employees and sharing the values and sharing why they matter to them. Maybe they're going down to that next layer of leaders and saying, we really want you to connect to these values. We want you to be able to tell stories about why those values matter to you. But even still, at that point, you're not getting the values lived by the organization.
The majority of people can't name the values of their company, much less actually be able to figure out how to change their job to align with those values. If you truly want to bring your values as an organization to life, everyone in your company needs to be able to tell stories about how those values show up in their daily job. If inclusion is one of your values, every employee needs to say, 'How does that show up on my job? Why does that matter to me?'
You know, if integrity is a value of your company, every employee needs to be able to articulate how that shows up in their work. And this is not as challenging a process as you may first think. The simple process of connecting your employees in pairs and having them talk about how has a given value shown up in their career, what does it mean to them?
Maybe the two of them think about that in a different way. And they can actually have a really meaningful conversation about what integrity means to you versus them. That helps them truly understand what that value is. And then to see: How does it show up in their job today and how could they do more around that value?
So picture in one hour if every employee in your organization sat down with a colleague and had a conversation about one of your values, and really went in-depth, and talked about how they see it differently, how it shows up for them, how they plan to build it into their work, how that one hour would completely transform your organization.
- Defining corporate values is increasingly important to organizations and society—which is why consulting firms are making millions of dollars helping organizations define their values. What we're seeing consistently, says social innovator Aaron Hurst, is this is not working.
- You can print values on posters and talk about them at conferences, but these values often fail to become part of the fabric of the organization. They remain upper-management-speak.
- You could start to fix that problem in one hour, says Hurst. Try his recommended exercise: Connect your employees in pairs and ask them to talk about how a given value has shown up in their career, what does it mean to them? Values are only legitimate if everyone in your company can tell genuine stories about how those values have shown up in their daily jobs.
Young people could even end up less anxiety-ridden, thanks to newfound confidence
- The coronavirus pandemic may have a silver lining: It shows how insanely resourceful kids really are.
- Let Grow, a non-profit promoting independence as a critical part of childhood, ran an "Independence Challenge" essay contest for kids. Here are a few of the amazing essays that came in.
- Download Let Grow's free Independence Kit with ideas for kids.
Or is doubt a self-fulfilling prophecy?
The future of learning will be different, and now is the time to lay the groundwork.
- The coronavirus pandemic has left many at an interesting crossroads in terms of mapping out the future of their respective fields and industries. For schools, that may mean a total shift not only in how educators teach, but what they teach.
- One important strategy moving forward, thought leader Caroline Hill says, is to push back against the idea that getting ahead is more important than getting along. "The opportunity that education has in this moment to really push students and think about what is the right way to live, how do we do it and how do we do it in a way that doesn't hurt or rob the dignity of other people?"
- Hill also argues that now is the time for bigger swings and for removing the barriers that limit education. The online space is boundary free and provides educators with new opportunities to connect with students around the world.
Philosophers like to present their works as if everything before it was wrong. Sometimes, they even say they have ended the need for more philosophy. So, what happens when somebody realizes they were mistaken?
Sometimes philosophers are wrong and admitting that you could be wrong is a big part of being a real philosopher. While most philosophers make minor adjustments to their arguments to correct for mistakes, others make large shifts in their thinking. Here, we have four philosophers who went back on what they said earlier in often radical ways.
Remaining silent is being complicit.
- Protests around the world are demanding an end to police discrimination and violence against black citizens in America.
- Author and activist Dax-Devlon Ross offers advice on how white people can help during this moment.
- Ross's suggestions include thinking and voting locally, supporting black-owned businesses, and practicing self-reflection.