Tag Archives: purpose

It’s No Use

Often the full and complete answer is more satisfying and insightful than the myth:

“The first question you will ask and which I must try to answer is this, “what is the use of climbing Mount Everest?” and my answer at once must be, “It is no use.” There is not the slightest prospect of any gain whatsoever. Oh, we may learn a little about the behaviour of the human body at high altitudes, and possible medical men may turn our observation to some account for the purposes of aviation. But otherwise nothing will come of it. We shall not bring back a single bit of gold or silver, not a gem, nor any coal or iron. We shall not find a single foot of earth that can be planted with crops to raise food. It’s no use. So, if you cannot understand that there is something in man which responds to the challenge of this mountain and goes out to meet it, that the struggle is the struggle of life itself upward , then you wont see why we go. What we get from this adventure is just sheer joy. And joy is, after all, the end of life. We do not live to eat and make money. We eat and make money  to be able to live. That is what life means and what life is for. “

Mallory

Mallory up the side of some useless mountain

 

Why Are You Hiding Your Values?

I was in Rogers on Tuesday (they’re a local  cell phone service provider), on the 29th anniversary of my engagement to my bride, trying to get her a phone upgrade.  I thought it would be a simple process, and a nice gesture on our “asking” day.

Silly me. Three hours later we walked out with a new phone, bitter and disappointed at the service we received from Rogers. The only reason I didn’t switch was because the clerk couldn’t get through to her own customer service to cancel my contract, and I didn’t want to spent my entire anniversary waiting for this to get sorted out. But that’s not really what I want to talk about today.

While waiting I noticed the Roger’s one-page strategic plan lying on the counter. It seems I’ve inherited my grandmother’s faculty for reading upside-down. At least somewhat.

That skill had something to do with why she spent a few years living in Argentina after the war. There’s also something about her burning her then-dead German husband’s papers on the roof of the apartment in Switzerland under cover of doing laundry before fleeing. That’s also another story.

I asked the clerk if I could take a look at her company’s values, and she said no. She hid it furtively. As if she’d been caught doing something wrong.

This puzzles me. If a company is going to go through all the time and effort of discovering a set of expected behaviours for the company, then why can’t its customers see it? Are they embarrassed? Are they afraid that customers will laugh? In Roger’s case, given my treatment by them that night, that might realistic.

I began wondering how many other companies have values that they’re not willing to share with their customers, suppliers, and partners. Are they afraid to be held accountable to them? If you set out values and expected behaviour for everybody in your company, and you know that that’s not who your company really is, then I might understand your reticence.

I challenge you to publish your values. I dare you to make a public commitment. Commitment that is necessary for accountability and results. If you’re not willing to make that commitment, maybe you need to go back to your executive retreat and have another think.

If it turns out you don’t have any values, besides just making money, which I doubt, then don’t make something up. You’re not fooling anybody. Share who you are as a company, and be willing to be held to it. Otherwise the public will make up its own stories about why you behave the way you behave, or treat them the way you do.

Then make sure there’s a way for your clients, staff, suppliers to tell you when you are – and aren’t – living up to them. Listen. They’re already talking about you anyway. If you’re not hearing them it’s because you’re not listening.

If you’re not willing to fire employees behaviour that  consistently violate your core values, or you’re not willing to fix internal systems that consistently violate your customers humanity (such as making a phone upgrade a byzantine, three-hour gauntlet of bizarre rules and contractual obligations that require approval from an unreachable customer service representative in some overwhelmed call centre), then don’t waste your time.

There is a direct line between integrity and execution. If you don’t understand the this linkage between vision and engagement, values and execution, purpose and urgency, then stop wasting your time. Don’t waste it on “values” and “strategy” if you’re not going to follow through, or are doing it only because all the other “good” corporations are doing it.

That’s how I got started smoking – because the “cool” kids were doing it. It took me more than 29 years to quit and permanently damaged my health. But that’s another story.

My Own Personal Values

For the record, here are my own personal values:

  1. I will keep my word
  2. I will not lie, steal, cheat, hate, nor tolerate those who do.
  3. I will leave this world better than I found it.
  4. I will deal with reality, and face my fears. The only easy day was yesterday.
  5. Family first and last

Want to Motivate? Give Them a Purpose

Turns out higher rewards sabotage higher performance.

Turns out that autonomy, mastery, purpose gives us engaged employees, creativity, and stellar performance.