The value of effective communication.

I may be the exception, but I was reflecting lately on how communication has been a challenge in every organization I have served within my career. Every single one ... even when I worked alone! Now, feel free to point out that I was the one often in charge, and I will grant you a point for the shot. However, I note that every organization I have consulted with has also had a challenge with communication, or the lack of it. You may, once again, point out the commonality of my involvement, to which I will again grant you a point. However, now let me ask you: "Do you struggle with communication in your organization?" I am betting the answer is "yes."

It's bad enough when communication fails on issues such as who is responsible to take out the garbage, re-order office supplies, or wash the coffee mugs in the staff room sink. It's a bit worse when your assistant has booked an important meeting with your bank's loans officer, he is waiting in your office, and you are putting for birdie on the 6th green when your assistant calls to remind you. This one is more awkward, but you will likely recover. The most dangerous communication failures may be the ones you never find out about.

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We often have several employees in our organizations with decision-making power. All have differing sets of personal values. How can we be sure that important decisions will be made appropriately if we have not taken the time to define and articulate a core set of values?

In a recent newsletter from Ken Blanchard, I read that less than 10 per cent of companies have articulated their values. I would venture to guess that most of these have not rank-ordered a core set for decision making.

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If the intention of a value statement is to have more wall art, oozing sentimental sap, then pick the most emotionally stimulating words you can find, print them, and hang them where your customer can see and hope for the best. Remember ... I am not against emotion, in fact I am all for it. Still, if values are only emotional, then they do not deliver full value.

The kicker about values is this: we value them all, but almost always end up betraying one sooner or later. We value timeliness and customer service; we want product to go out on time, but we also want to fit just one more order in for a needy client. Which one wins? We value profitability and safety. We could improve our safety, but it will impact the bottom line. Which one do we choose? Will these decisions be left to impulsive subjectivity, or will we take the time to calibrate our values to our mission and vision to ensure that these decisions are made appropriately?

The most effective use of a values statement is when they are core (approximately four) and rank-ordered. Ten or more stated values are almost useless as a decision-making filter, and without rank-ordering, none is given trump value, therefore the result is subjectivity.

Ken Blanchard, in his book Servant Leader, provides a great example from Disney for the use of core operating values. Disney's core values are stated as: 1. Safety, 2. Courtesy, 3. Show, 4. Efficiency. All four items are valued, but when it comes to decisions, they are only ever betrayed in rank-order. If an exhibit host is in the process of being courteous when they hear a scream, they excuse themselves and attend to the top priority: Safety.

This rank-ordered system could also guide decisions such as the board wanting more efficiency to facilitate greater profit. Profit is a value, but the board must also consider impacts to show, courtesy and safety. If the top three values cannot be satisfied, the decision must not proceed. If a new ride would produce more of a thrilling experience, but could not satisfy safety standards, it does not operate, and so on. These decisions are not anti-profit, they are simply made with the knowledge that a wounded Disneyland patron makes for bad business. A value of "safety" provides for future viability as well as being emotionally heart-warming.

A well thought-out, articulate, rank-ordered set of values provides the foundation to ensure that our companies will calibrate each and every decision en route to achieving our mission. Sometimes it is tempting to go for the short-term gain, and potentially compromise our mission and vision, being unaware of hidden long-term impacts to viability and/or liability. This problem is compounded when we have several people in an organization with the opportunity to make decisions.

A set of core rank-ordered values is an important tool in the process of calibration, as we proactively align our performance and passion with purpose.

David White is a consultant with Synergy Solutions Group. Questions and comments can be directed to him at david@synergysg.net