The Sterce model: Identifying core values.

Het Sterce model: Identificeren van kernwaarden*.*

It probably won't surprise you: we love digital craft. What do you need to put a craft into action? Exactly, tools! Our tool is the Sterce Model. In this section, we walk through the entire model with you. This time core values.

 

Core values

Core values are often viewed with a sceptical eye. Many see them as meaningless website padding, fancy talk that no one adheres to anyway. And often they do. Especially when meaningless words (aka 'hollow') such as excellence, integrity and respect are then also used (Urde, 2009). Who among your competitors is not? In many cases, then, core values are coined by the leader or a marketer. They do not motivate, they do not change anything, they are just words on the website. So why have we added core values to our Sterce model? Because they have the potential to change everything in the company, including how much people like working for you. And that may also be reflected on your website!

 

So what are core values anyway?

There is much disagreement about the definition of core values. We agree best with the following description: a central long-term principle from within an organisation to which the people in the organisation attach intrinsic value (Collins & Porras, 1996). You can think of it as a rule of behaviour that guides all the habits and principles of the team around a mission or vision (Van Luijk & Schilder, 1997). It is a manifestation of the corporate culture, how we do things and the pattern of assumptions and beliefs that have emerged over the history of the organisation (Schein, 1985). As it were, the 'correct' behaviour that new employees are taught.

 

Dependent individual values

Core values are thus not formulated by the leader. They are about deep-seated individual values. It's about everyone feeling a real part of the culture. This is only possible if the company has the same core values as the team. We then look not at a description of how the company should be according to the leader, but how the company is according to the team. That sufficient adjustments are made to exercise those core values. And no, you don't do that by writing a policy, mentioning the core values occasionally or never rewarding the team in 'correct behaviour' - or rather 'appropriate behaviour'. You do that by breathing and living the core values. In everything you do.

 

Warm and cold core values

At Sterc, we also like to distinguish between warm and cold core values. Warm core values are core values that are people-oriented, cold core values are focused on all that is non-human. Think, for example, of cooperation, inspiration and accessibility (warm) versus efficient, reliable or empowering (cold). The warmer the core value is, the more likely it is to be closer to the 'why' question rather than the 'what' or 'how'. 

 

How to identify?

A common method for identifying core values is called 'Mountains & Valleys'1. Identify milestones, both strongly positive (mountains) and strongly negative (valleys). Ask yourself the following: what values were present that made my milestone so positive? And which values were absent or threatened that made my milestone so negative? Follow-up steps are then to prioritise and, above all, work with the team to find common values. These are core values. From the heart of the whole team, not from the rationality of one person. Need help identifying them? We can certainly help you with that.

 

Beautiful! But how does that work in practice?

To make this abstract story a little more concrete, below are some more (freely translated) success examples of identifying core values:

Sterc:

  • Please
  • Inspiring 
  • Driven
  • Together(working) 
  • Accessible

 

 Starbucks:

  • Creating a culture of warmth and belonging, where everyone is welcome.
  • Act with courage and challenge the status quo to find new ways to develop the company and each other.
  • Doing our best in everything we do and holding ourselves accountable for the results. 

 

Philips:

  • Will to win.
  • Taking control.
  • Excellent performance together.
 
Sources
Collins, J. C., & Porras, J. I. (1996). Building your company's vision. Harvard Business Review. 74(5), 65-77.
Schein, E. H. (1985). Organizational culture and leadership. San Francisco: Jossey-Bass Publishers.
Urde, M. (2009). Uncovering the corporate brand's core values. Management Decision, 47(4), 616-638.
Van Luijk, H. J., & Schilder, A. (1997). Ethics and corporate governance: patterns and responsibility [Ethics and corporate governance: patterns and responsibility]. Schoonhoven: Academic Services.