6 tips to live your values, not just laminate them

Every business has a set of values that they tell the world about, but do they live by these values?

All too often, the values are laminated, put on a wall and ignored. Managers are neither held to account nor do they hold their staff to account for deviating from the values. If asked intellectually what do their values mean, they can explain what they mean, however, if challenged when deviating from the values there is always an explanation, a set of special circumstances that mean the values don’t apply. The more money that is involved in following the values, the more pressure the employee feels to make an exception. The problem is increased if the mission and vision are inconsistent with the values, or the employees are not connected to the values. Here are some tips for ensuring that your values are lived not laminated.

  1. Select the right team to set values
    Values are typically set by the management team. What happens when there is a conflict between the business practices and the new values? Will the management team even recognise the conflict? Involving staff at different levels creates an opportunity for assumptions and biases to be challenged. Management must listen to the issues raised and discuss the challenges that will be faced throughout the organisation arising from the values choices.
  2. Ensure there are not too many values
    If you have more than four or five key values, they become hard to remember. If your employees can’t remember the values, how do you expect them to implement your values. Distilling your values to such a small list is difficult, you must decide what really matters.
  3. Create a red flag mechanism
    For the values to have meaning there must be a mechanism to raise conflict between values and actions that is transparent to employees. It is inevitable that there will be challenges in upholding the values, times when the actions that seem obvious are in conflict with one or more of the values. The temptation is always to say that the circumstances are unique or unprecedented, you can’t expect the values to be upheld, or our competitors aren’t restricted in the same way. There are many excuses used to deviate from the values. Having a red flag mechanism enables everyone in the business to raise a concern and also allows the business to stop and choose a different action that is compatible with the values.
  4. Communicate the values
    For the values to be meaningful they must be communicated to everyone in the organisation. Communication does not mean laminate the values and place them on every notice board, although this can be done. Communicate the values through briefing sessions and open discussions, give your teams the opportunity to explore what the values mean and how they will impact on their daily activities. Acknowledge the things that need to change and commit to the changes. Most importantly communicate that this is not a fad, it is the new normal. Your integrity will be judged on how well your future behaviour implements the declared values.
  5. Use the values to make decisions
    Once the value set is agreed, they MUST be used. Ideally, the use of values will be overt and obvious. For example, at the start of a meeting, state the values and remind everyone that all actions must be consistent with the values. At the end of a meeting, review actions agreed against the values of the business. Ask if the actions are consistent with the values. If any action is inconsistent with the values revisit the issue and determine an alternative action. Include a review of values in non-conformance and complaint handling processes. Adhering to values is easy when there are no challenges, you will only know if the values are important when the business is under pressure.
  6. Hold everyone accountable for upholding the values
    If the business believes in its values, everyone will adhere to them. From the chairman to the cleaner, everyone must uphold and implement the values, no-one is exempt from them. Values set the character of the business, and like a person, the business behaviours must be consistent with its expressed values. If the business does not adhere to its own values, the stakeholders will create their own set of values for the business based on its behaviours. Be warned that these values are unlikely to showcase your business favourably!


Values communicate the character of your business to all of the stakeholders, it is easy to write a set of values that looks good, but adhering to them is much harder. Laminating your values is worse than not documenting them IF you don’t uphold them.

My advice is to document your values after careful consideration then adhere to them with discipline and rigour.

BIBA’s 2020 Judge

I am delighted to share that I am a judge for the BIBA’s 2020. I can’t wait to hear all the positive stories of business growth and success from Lancashire.

Good luck to everyone entering the awards and I for one am really looking forward to talking to some of the individuals and businesses that make up our wonderful county!


Tamarind Tree Consulting Ltd joins BSI

Tamarind Tree Consulting Ltd have joined the BSI organisation. As a business committed to improving the ease and effectiveness of ISO9001:2015 certification for SME’s it is a proud moment to be accepted as a member of the BSI organisation.

I felt it was important to be part of the BSI organisation to help promote quality and process excellence.

Tamarind Tree Consulting

What I have learned since starting my own business?

I started my business, Tamarind Tree Consulting in June 2017.The last 16 months have been the most rewarding, and uncertain adventure of my life. Starting a new business as a sole trader is a huge change, particularly when you have worked for someone else for thirty years.

What have I learned in this time?

The first thing I have learned is that I can do far more than I would have believed. I have designed a website, written a business plan, worked on marketing plans, developed a social media presence, become familiar with finance requirements, the list goes on and on. I had believed that I was incapable of many of these things.

A trusted advisor is vital, in my case it quickly became clear this role would be filled by my accountant. Getting the right accountant will result in clear guidance, good advice and a solid grasp on the numbers. It is vital that you don’t confuse turnover with profit, and have a clear picture of what return you need to make it worthwhile to be your own boss.

You will be tempted to use spreadsheets for your accounts – I was! What I learned quickly is that a professional accounts package, such as Xero is a massive timesaver – other packages are available! It is critical to select the most suitable package for your business. It appears to be a cost you can do without, however it is worth the expense.

A clear brand image is really important. Understand your “why”and hone a pitch that can be delivered in under 30 seconds. It is easy to fill time, it is very hard to shorten your pitch. Clear branding with a clear value adding proposition will help you win business.

The most surprising thing I have learned is how easy it is to set up a limited company. I had a perception that it was a significant legal undertaking. In truth, it was almost trivial.

The most important thing I have learned is to enjoy what you have. When you are busy, enjoy your good fortune, and deliver quality products and services. When you are quiet, enjoy the free time and don’t feel guilty. Neither extreme is likely to be prolonged, so enjoy each time for its own merits.

If you are thinking of starting a business, I think the best advice comes in the form of a quote from Henry Ford;

“If you think you can do a thing or think you can’t do a thing, you’re right.”