Values statements, core beliefs, guiding principles: are they useful tools?

Most trade associations, professional societies and other non-profit organizations have stated values or guiding principles. Some values are for staff and/or the board. Some guiding principles are for the board (and are often used for policy direction). Regardless of the name used—values statements, core beliefs, guiding principles—are they being used effectively? How are organizations making their values and/or guiding principles meaningful? Are organizations truly measuring staff and board decision-making based on their values?

Employee Evaluations – When was the last time an employee was evaluated with the organizations’ values being used as a standard? I suspect not very often.

Board Meetings – When was the last time an organization actually referenced their values statements or guiding principles during a meeting? I believe boards would be well served to have these guiding documents front and center during meetings, just as some review their anti-trust statement at the beginning of each meeting. For example, if a core value is “embrace change with creative thinking...” it would be important for board members to remember this as they deliberate over changing or eliminate a particular program. (In this example I would venture to say that the same organization that deliberated over this value in a strategic planning session often remains stuck in a rut and avoids significant organizational change.)

Whether values or guiding principles are used for staff evaluation, policy direction or board decision-making, they need to be useful tools.

Are organization’s guiding principles or stated values useful tools? Or, are they pages found in employee manuals and annual reports, or posted as wall art in conference rooms?