Next step, values. This is something that is very special to me, because values go much beyond the workplace. You can talk about your life values, you can talk about your values, in your relationships in your family. There are values everywhere and values are what drive your decisions, because they are the means that define what's good, what's bad, what's pleasant, what's painful for you. Remember, values are very specific to the individual. So appreciate that everyone in your team has different values.

More importantly, two people may have quality as a value. And yet it means very different things for the two people. So even you need to go beyond the value to understand what are the rules that define the this value and that's defined for an individual when they think they have what they call quality. So everybody has its own standards there. And it's up to you as a leader to elicit this. How do you do this?

Good news is, as part of this chapter, I'm going to talk to you about how to elicit work values. And if you want to go beyond and you're curious about how to do it for your life values. There's a podcast that I recorded for regrow, which is coming as part of this course, as a bonus. So enjoy back to work. So with your team, and it could be in the same session where you define your vision and mission and strategy. You're going to talk about values.

There's something really, really important around performance that we're going to talk about in the goal setting reviews and your weekly management of the team, which is measuring both the what, so the results, the facts, the actual outcomes, and how, how was it deliver? What were the relationships? What were the attitudes, what were The behaviors within your team has the have the people collaborated, have they worked as a team? Did they include the critical stakeholders when they were working on the outcomes that were supposed to be delivered? So the How is really, really important. One of my principal is 5050.

For me, it's as important what you deliver and how you deliver it. It's a strong message to my team, that the way we behave is critical. Think about it. Do you want someone to achieve every result that they're supposed to achieve, but in the way, they have burned all the relationship? They've based everybody off, and they have offended a few people. For me, that's not success.

Success is when you deliver what you're supposed to deliver with a high level of quality. And by doing it in a collaborative manner that engages other people you're working with and that inspires them and much Raise them to also deliver in a high quality. That's performance. So back to values, the values are going to be the common definition of what good behavior looks like for your team, you can now understand why this is so important. When you think about the 5050 rule, you want to know exactly that people know what to expect, basically, on your behaviors. So the process is quite simple.

It starts with you asking a question. And again, I would do this in an open forum, but let everyone respond for themselves. Maybe write it on a post it and then we share it as a group. And the question is, what's mostly important to you at work? what's most important to you at work? continue to repeat this question so that they go deeper and deeper and deeper.

So for example, I might ask what's most most important to you at work and the person responds deliver on time. Okay, and what's most important for you in delivering on time? Well, it's because I want people to think that I'm reliable. And what's most important for you in being reliable? Well, I want to make sure that I am the best professional I can be. Okay, and you could continue to dig but think about it, we already had timeliness, we had reliability.

And we had being a great professional, three key values. Now you capture those from everyone in the team, and then you group them. And from this, you find the recurring themes that will become the pillars of behaviors for your team. You now have your set of values. Side note, you can also prioritize those values, because when it comes to decision, you will have to make a choice between this or that sometimes, so if you want to sort them in order of priority, very simple. You simply ask everybody to sort them in what they think is most important, and you compare each value one with another.

This is described more in detail on my podcast. But the principle is very simple. If you have quality, timeliness and reliability as revenues, you can simply say what's most important to you quality or timeliness and the person may say quality and is it quality or reliability and they say now reliability, reliability becomes number one, we then say quality or timeliness. They say quality quality number two. So you have now your three values in order you have reliability, quality, and timeliness. I did it.

So very theoretical, but it's a super simple process, and I'm sure you can get through it. Ask the simple question what's most important to you at work you will be tempted to Probably to ask other questions and to start asking why and how and what stick to the process. Believe me, this is how you're going to get the most out of the people. Remember, values are unconscious, they come from the deep structure of people, which means that what they will answer may not be conscious and may not be something they are rationalizing. This is where you get the most out of person because you understand their strategies, how they make decisions, how they value things, you know, their values.