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Translate Organizational Values into Behavioral Team Norms

We offer 6 steps to translate organizational values into behavioral team norms

Without a doubt, the process of identifying and clarifying values is most successful when team leaders are able to depend on the organizational values that uphold a respectful atmosphere. Assuming that the organization has identified concrete and behaviorally specific values, the leader then engages the team in how these apply to their work environments.

We want to note that even when an organization has not yet built these values, leaders can still code sign with the team their own values. We often tell our own clients who appear adamant that nothing can be done until the larger organization has these values that blaming a lack of organizational values on the organization has these values that blaming a lack of organizational values on the organization is divisive. Although it certainly would be better to have this organizational support, leaders still can get plenty of positive mileage out of the team’s formation of its own values.

Blaming a lack of organizational values on the organization is divisive. Although it certainly would be better to have this organizational support, leaders still can get plenty of positive mileage out of the team’s formation of its own values.  

These values become a backdrop for translation to the team’s unique work setting. When organizational values include explicit descriptions for respect within the organization as well as with clients and customers, then the team can build on this foundation to examine and create ways that the team lives these values. Team building around the value of respect becomes a proactive strategy that helps prevent, or at least reduces, the probability that toxic behaviors will be tolerated and enabled.

To translate the organizational values into team-oriented values, we suggest that the leader plan a team development session. This type of session can last anywhere from one to two hours to a full day. It can be facilitated by the leader, another member of the organization (for example, a human resource professional), or an external consultant.

Organizing this type of team development session has six steps:

Step 1: Explain the purpose of the session with a focus on respectful engagement
Step 2: Review the organizational values in detail
Step 3: Set the decision-making process for the session.
Step 4: Translate these values into behavioral norms.
Step 5: Establish a plan for the team to keep these norms alive
Step 6: Develop a follow-up plan for revisiting how the team norms are working.

Step 1: The Leader Establishes the purpose of the Session
This can be as simple as stating that it’s important that the organization’s values are integrated into the fabric of what the team does every day, centered on respectful engagement. Then the leader can encourage others present to share their views on the importance of these values in team activities. In addition, we recommend addressing what can happen when a team member violates an organizational value.

Step 2: The Leader Reviews the Organizational Values in Detail with the Team
At this time, the leader shares a copy of the organizational values. If the organization has done more with these values than just state them (for example, if the values have been integrated into its performance appraisal process), the leader should share these contexts and invite others with knowledge in this arena to share as well. The leader should also invite the team to discuss other ways team members may have applied these values throughout the organization and how they have blended these into their own work. The integration of these values into the fabric of what people do every day is critical to the success of this process.

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