What Can Business Leaders Learn About Values From Government?

With the flood of immigrants coming into Europe, and in particular refugees from Syria, various countries have expressed a renewed interest in values. Not surprisingly, in light of the recent terrorist attacks in Brussels, one of those countries is Belgium.

According to The Guardian, Belgium will now require immigrants to sign a statement declaring their acceptance of local values. If an immigrant refuses, they risk having their residency claim rejected.

While some feel such requirements are a bad idea, potentially fueling anti-immigrant sentiments, consider how businesses around the world operate today.

In almost every business, it is expected that employees accept – and embrace – the stated values of the business (provided values exist). Many businesses even require employees to sign a document stating they understand the values and are in agreement to adhering to them.

It’s interesting that we don’t hear of employees rising up against their employers demanding they shouldn’t have to be held to such strict standards. In fact, most employees have come to expect a set of values they must embrace to work at (or with) an organization.

So what’s the difference?

Why is the requirement of adhering to values acceptable in business but questioned when it comes to living in a country?

For business leaders, what can they learn from the current challenges countries face as they try and implement values?

Implementing Values in Business

First, let me be clear. It is not my intent to engage in a political debate here. Rather, consider what business leaders can learn in how they identify and define their company values, and then how best to implement them.

To start, no one will question the stated desire for an organization to operate with integrity, honesty, and produce a quality product or service. Why? Because these are common values expected from businesses everywhere.

But tell employees that their performance is now going to be measured by specific quality levels, or that anyone who is not a team player can’t work there, or that after two written complaints of unethical behavior you’re fired, and suddenly employees will sit up and take notice.

In other words, when there are clear repercussions for decisions and behaviors that are not aligned with the company values, then everyone will realize that the values are real and need to be adhered to.

It’s at this point that employees will scrutinize each other, including the business leaders, to uphold the values.

• Who is living the values and who is not?
• Are repercussions occurring for violating a stated value?
• Is everyone aware of the values, and if not, why not?
• Are the decisions and behaviors associated with the values clearly understood?
• Are the measurement criteria for evaluation fair and accurate?
• How are the values used when hiring new employees?

The impact of poorly communicated values or inequality in repercussions for violating the values is going to be felt by the business. Employees may become disgruntled and leave. Quality may suffer. Service levels may decline. Sales and profits may drop. And the leaders may ultimately be fired.

Consequently, most business leaders are keenly aware of the importance of getting the company values right and ensuring they are clearly understood by everyone.

Learning from Governments

So what can business leaders learn from the way governments are currently implementing values? Consider the following questions:

• How are country values selected, and why those values?
• Who are the ones that make the decision, and why them?
• Is the selection of values reactionary, or a proactive approach that supports a strategic plan?
• How are the values communicated? (Note: if they are only discovered by reading about them in the news, that’s a problem.)
• Do the values apply to everyone, or only newbies (i.e. immigrants)?
• How are all citizens (including the leaders) held accountable to the values?
• Is it clear how someone might violate the values, and what the repercussions are?
• Do the values appear to be firmly rooted, or will they change in a year or two as the political winds blow?

As I consider the political rhetoric about values from various western countries over the past few years (e.g. talking about democracy, equality, and the rule of law), it seems to me that business leaders can learn much of what NOT to do.

• Avoid an insular approach to developing values (make it public).
• Prevent the impact of poor or vague communication about values (or none at all).
• Beware the lack of clarity on what values mean in daily life, and how to know if/when a line is crossed.

Simply stated, the selection and implementation of values by governments is generally nebulous and politically motivated. This is exactly how a business gets itself into trouble, and leaders end up fired (or in jail).

Yet, some governments appear to be trying.

Singapore – a Government Example

I recently discovered the three values of Singapore. If someone wants to work for the Public Service of the Singapore Government, they must be willing to embrace their three values of Integrity, Service, and Excellence.

A few things I really admire here:

• The fact there are only three values (a difficult objective to achieve).
• The detailed, yet very clear definitions of each value.
• The clearly defined areas within each value.
• The way they have incorporated these values into their brand.

However, I’m disappointed to see the inconsistency across other departments within the Singapore government, such as:

• The Singapore Tourism Board, with 5 different values.
• The Singapore Ministry of Foreign Affairs, with 3 different values.
• The Singapore Sports Council, with 3 different values.

Lastly, just like in business, I’d also like to see the government include differentiating values that highlight what sets Singapore apart from other countries. A few I can imagine considering would be: Order, Conformity, and/or Tidiness (due to the fact you’ll receive a $700 fine for spitting gum out on the streets).

Maybe government leaders could learn a thing or two from studying how business leaders identify, define, and implement values.