A Two-Part Foundation
It makes sense.
Over the years, I've developed part of my business to provide training within the DISC model of behavior, first proposed in 1928 by William Moulton Marston. It's been studied and further developed into the strong tools I utilize through Everything DiSC® to help people learn about themselves and others with respect to various topics like leading, selling, managing, understanding or communicating. One thing that becomes quickly apparent in these kinds of trainings is that some people have a first priority towards emotions/relationships and others have a primary focus on logic/tasks. Of course, we all generally see the value in both, and most try to prioritize both to some degree. But we usually have a personal bent toward valuing one a bit more, or a lot more, than the other.
When companies and organizations seek to develop their Core Values, they speak to the behaviors the organization values most relative to their people and their product. The values they choose take root and blossom into their culture, and culture is "how" they do things. Core Values give organizations the green light to hold people accountable to certain behaviors and should allow for more consistency in the way the teams prioritize and make decisions about "how". Expected behaviors link back to their Core Values.
"Culture is a thousand things, a thousand times. It's living the core values when you hire; when you write an email; when you are working on a project; when you are walking in the hall."
~ Brian Chesky, Airbnb CEO
Over the last year, I've been learning how to facilitate a more solid, structured, logical approach to Strategic Planning. Companies that invest in taking the time to create a Strategic Plan are defining "what" they are committed to doing. This decision making process and software from Allovance™ adds mathematical logic and consistency to the process of Strategic Planning. This helps businesses gain commitment and buy-in from a wider range of people who need to believe the Strategic Plan is strong and well-founded in logic, not just set into motion by whoever are the loudest or the most passionate people in the room. When the well-executed Strategic Plan takes root, it blossoms into growth. Expected investments of money and time link back to their Strategic Plan.
"The sole purpose of strategic planning is to enable the company to gain, as effectively as possible, a sustainable edge over its competitors."
~ Kenichi Ohmae, Former Professor and Dean of UCLA Luskin School of Public Affairs
Just as individuals need to navigate both sides, companies do too, and both are truly important. Leaders who effectively define what their company wants to do and how they want to behave while doing it have already answered a lot of really important questions. It all boils down to this:
The Strategic Plan is to the task-oriented side of companies what Core Values are to the relationship-oriented side.
If your company is working on culture and growth but doesn't have a strong set of Core Values or a Strategic Plan, your structure might feel a little wobbly. For example, my husband and I had our 20-year-old deck replaced this year, and not only was the old one not properly attached to the house (which we knew), the 6-inch support beams were only buried 12 inches deep and not secured in cement (which we did not know). We were wobbly, but we didn't fully understand why. Maybe Core Values and Strategic Plans are things you already know about, but have put off. Maybe there are some you worked on in the past that are old and outdated, or maybe you never fully appreciated how much support they can provide.
Wobbly isn't scalable.