How to Use Scenarios to Align Company Values and Culture
No Clear Path Forward
It happens all the time. Leaders are called together to discuss an urgent matter because the right path forward isn’t obvious. Maybe, a decision was already made that needs to be corrected because it doesn’t “feel” right. What’s at the center of these decisions and actions often has to do with individual/team behavior, strategic decisions, and culture alignment. They tend to have gray space where there isn’t an instruction manual with a clear direction forward.
What “Gray Space” Looks Like
When teams aren’t aligned on values, there can be confusion about how to work through different scenarios.
Here are some common examples we see in our work with leaders and teams:
There’s inconsistency in flexible work schedules and how various managers handle them, and employees are upset about the perceived unfairness.
A top performer, who is crucial to the business, isn’t treating team members with respect even after receiving feedback on several occasions.
During an M&A (Merger and Acquisition) process, it becomes clear that cultures are quite different.
Hiring practices are in question because of a lack of diversity in the organization.
Pay equity is a concern as some employees feel certain employee groups are paid more than others.
What Matters Most?
Leaders have a lot on their plates, and it’s hard to plan for every situation. It would be nice to assume that there’s already a policy in place for many of these things, but often there isn’t. Or, if there is a policy or guideline, there’s debate on how it should be applied.
In these cases, it comes down to really understanding “what matters most to us as we work together?” We often look at values and the type of culture the team wants to shape. The values should serve as a compass in guiding the right decisions and actions.
A common issue though, is that leaders may not have a shared sense of how this compass should be used in these often nebulous situations. You might get wildly different perspectives from leaders, and this can result in confusion among employees, erode culture, and in some cases expose the organization to risk.
Scenario Conversations
At a previous employer of mine, we used to have annual conversations about ethics with our leaders and teams. We’d sift through pre-defined scenarios and have a debate about what ethical decision or action should be taken. It was an enlightening experience because there could be a number of different views or takes. But these deep conversations about scenarios helped create better alignment, and everyone felt more prepared should those scenarios arise on their own teams. The only downside was this was an annual activity, and it always felt like there were other areas to explore.
Conversations around potential scenarios help to instill confidence and alignment by clearly articulating what could happen, and how teams would respond in certain situations.
What if leaders at all levels could carve out 20-30 minutes during a monthly or quarterly meeting to run scenarios? These could be around situations that could surface or reflections on past scenarios where the values are at the center of the path forward.
How Scenario Conversations Work
Here’s how scenario conversations can work:
Leaders brainstorm a list of potential scenarios. These should be scenarios that the team is likely to see.
The group picks one to discuss, and uses questions like these to discuss:
Which of our values really seem to stand out in making a decision or taking action? And Why?
In the ideal world, how would our values guide us in this decision/action?
Are our existing policies currently aligned with this decision/action? Do we need to revisit any policies or guidelines?
What are the upsides and downsides of these decisions or actions? How do we maximize the positives and mitigate the negative?
Extra time? Discuss this bonus question: Do our values still feel like they represent what truly matters most to us? Are there any that we should revisit or add? Are there any policies that we should revisit or add?
People are choosing to work for organizations that have a culture that aligns with their sense of purpose. This requires strong and aligned leadership to constantly create an environment where people can be at their best and feel like they belong.
Values should help guide decisions and actions. This helps to shape things like policies, team agreements, and ultimately, culture. By discussing scenarios that apply values to decisions and actions, companies are shaping a shared vision for leadership, building confidence in how to handle nebulous situations, and growing the overall culture of the organization.
Looking to Connect?
If you’re looking for more help using scenarios to align values, send us an email or book a time to chat further. We love problem-solving with you!
