Hello, welcome back, my friends, it's time to get even deeper, deeper and deeper. And even more technical. Now we'll talk about culture, we'll talk about values, how you identify them. And now we're gonna get technical on how to design or formulate the behavior of your organization's values. Because, especially at the end, yes, values is a DNA but even deeper the gene is the behaviors. Even some companies like Zappos, for example, is credited as one of one of the best companies when it comes to building and sustaining their organizational culture or some other companies that that you can learn from that actually, they don't even state what their values are, but or they claim it as There are values with basically, basically it's just behaviors.

Some counties don't some companies do not take it as a value, but just behaviors. And that's also fine. Because the most important part is not the title of the value, but the behavior because that is how the value is being implemented. That is how the value is being manifested. So the focus now is, how can we formulate the behavior of a particular value that can be systemized later into your organization so you can ensure its sustainability when it comes to implementing the values. So let's get technical.

Here, I'm going to share with you six criteria as in formulating the behavior of particular value of your organization. Now, I'll give you some example after that, but let me just share with you the six criteria First, the first one, as you need to have a verb In the behavior, let me just go with it and I'll explain it to you afterwards. The second one, it needs to be hireable or fireable. The third criteria is that it needs to be trainable. And then bop, bop, bop, bop, bop reward double. And the fifth is, it needs to be measurable.

Well, there's actually the six. That's why I said 6123456. It needs to be you need to have a verb in it, it needs to be hireable third needs to be fireable. trainable reading variable and measurable. So there's actually the sixth one. But anyway, so let me give you an example of a particular behavior that fits or fulfill this criteria.

Let's say I'm actually taking form an actual one of my clients is the behavior is providing a fast surface to the customers providing a fast surface to the customers. Providing Is there a verb? Yes providing okay check. Is it higher bucket or and fireable? Meaning can you use it as a reference to hire or to fire someone providing a fast surface can you help Or someone and and maybe do a particular test to check whether this person this candidate is fast enough or slow enough in servicing someone? Yes, you can.

So it is hireable. That's why you need to be more creative in how you test your candidates, we need to do recruitment, which also means it is also fireable. Because then you can also see whether your employees are fast enough or slow enough in servicing the customers. And by the way, customers are not just the external customers, but it can also be an internal customer. whatever work you do, there's always a customer of what you do. Even let's say, you're in the financial department, one of your role one of your job description is creating a financial statement.

Let's say do you have a customer? Yes, whoever reads that file, initial statement is the customer of what you do. So by customer is not just someone like the customers outside who buy your products outside, but it can also be an internal customer as well. So it is hireable it is fireable. Is it trainable? Can you train someone to be able to provide a faster service?

Yes you can. So good is it we Wardle Can you know, or can you reward someone who based on whether they're fast enough in servicing their customer or not? Yes, you can. So it is rewarded. And this is the umbrella of everything else is measurable. Yes, it is providing a fast surface.

So, is it measurable? Yes, you can measure how fast it is. It depends on what is the job. Maybe if you do a job at fastest one hour if you do the job the fastest five minutes, it depends on what is the job. But basically, you can set a standard of what is fast or what is slow, depending on what the job is. But it is measurable by saying providing a fast service to the customer.

So, that would be a good example of a behavior that fulfilling this criteria. And why do we need this criteria I'm going to explain with you later in the next video when we talk about systemising the the values and the culture of your company. But let me give another example, a bad example of how you formulate the behavior of your value. And one of the common behaviors that I see a lot in different organization is working passionately. I'm not saying it's not important. Of course not.

This is important for you. Very important to work passionately. But how can you measure whether someone is passionate or not and by the way, whatever your organization is, people working, whoever is working needs to work passionately. That is it doesn't matter your sector or industry whatever it is. So, but how can you measure by how expressive the person is, if he is more or he or she is more expressive meaning more passion or not always as you know, I'm sure. So, when it is not measurable, then it will be difficult later for you to ensure the internalization by systemising the culture it will be difficult for you.

So, the behavior as you identify the values and as you formulate the behavior of your organizational values, make sure it fulfill this criteria. There's a verb in it, it is hireable or fireable meaning It can be used as reference to hire someone or to fire someone to let go someone it is trainable it is reward Abul. And again, it is measurable. Basically, actually, if a behavior is measurable, most of the times it will be rewarded trainable fireable. hireable. So that's i hope i would give you a good picture on what's important in formulating the behavior.

And I'm going to explain with you further in the next video on why, why this? Why this criteria, because it's very much related on how you're going to systemize your organizational culture. I'll see you in the next video.