Your organization will be better for considering these exercises, and determining whether or not your values really have any teeth.I’m a partner and founder of both gothamCulture and Gotham Government Services, management consulting firms that empower leaders to drive change in their organizationsI’m a partner and founder of both gothamCulture and Gotham Government Services, management consulting firms that empower leaders to drive change in their organizations through the lens of culture, leadership, and people strategy. My extensive experience in both internal and external consulting roles, as well as leadership roles as a U.S. battalion operations officer and Blackhawk helicopter pilot, afford me a unique perspective on shaping effective leaders, entrepreneurs, and workplace cultures in today’s rapidly changing business environment. Common roadblocks to alignment. Even worse, are the actions of your organization so misaligned with your “values” that people actually make jokes about it?In the organizational development field, and particularly in my work in organizational culture, the importance of a solid set of core values, fundamental beliefs about what “right” looks like, in your company cannot be overstated. Shimizu points to a few indicators that signal a misalignment between a company’s culture and its brand. “Every company that’s crushing it right now is oriented around the customer,” says Chris Smith, managing principal of Grant Thornton’s While this alignment may seem intuitive, not many firms put it into practice. An award-winning team of journalists, designers, and videographers who tell brand stories through Fast Company's distinctive lensOur annual guide to the businesses that matter the mostLeaders who are shaping the future of business in creative waysNew workplaces, new food sources, new medicine--even an entirely new economic systemNot long ago, a company’s relationship with its customers was paramount and “corporate culture” was deemed an internal concern. Social media, especially Twitter, due to its pervasiveness and adoption, has provided the fundamental infrastructure to this activist movement. Consider how the policies you have in place will help support them, and ensure your leadership team is both communicating and exemplifying your values to your team.Don’t expect employees to rally around a set of hollow values when those ideas aren’t practiced and upheld by the leaders in your organization. With the advent of social media, an organization’s culture is no longer confined by its own four walls. When your corporate culture and values don’t align, your employees, customers and bottom-line business performance may suffer. “It’s a clear indicator that people aren’t buying in to the overall brand, and that they think they’ve got a better story to tell,” Shimizu says.If you really want to know whether culture and brand lack alignment, consider surveying vendors and partners about what it’s like to interact with your organization. Grant Thornton’s O’Malley emphasizes that employees’ goals must be linked to the customer experience. For instance, a disjointed customer experience—perhaps evidenced by poor feedback in stores or online—may mean that employees don’t have the resources they need to meet customers’ expectations.Likewise, the emergence of rogue brands inside a company—employee-generated slogans or taglines, for example—can be a red flag.

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Examples of this might be “Integrity, Community or Service.”  They look good. We are values aligned with all those working for social, economic and environmental justice so all can flourish. (See “3 Steps to Aligning Your Company’s Culture,” below.) They also tend to lack focus on how customers interact with, are served by, and, ultimately, experience their company. Part 1: When asked to describe them-selves, four out of the five participants ... tional family values and conservative family members. They sound good. Otherwise, employees feel a disconnection between the corporate priorities they’ve heard about and the evaluations that determine their success on the job. The result is a gulf between their intentions and their actions. Results . Fortunately, there are signs to watch out for—and steps you can take to get back on track.When it comes to alignment between culture and brand, Smith says companies typically fall into one of three groups. This alignment provides clarity and a unified goal for the enterprise—as well as a path to growth.Consider Zappos, which is well known for its dedication to top-notch customer service—no call-center scripts, no time limits on customer calls, and, above all, a goal to “wow” customers at all times. These days, however, culture and brand must be aligned, if not intertwined. So, how do you create values statements that will help align your employees and organizational culture in order to drive performance?If the honest answer is no, it may be time to reexamine what’s really valued in your organization. The other one woman did not men- John Legere, T-Mobile’s CEO, “made sure everything he said, as well as how he looked, showed they would be different,” Smith points out.Legere has even listened in on customer service calls to ensure that employees are putting T-Mobile’s brand into action with customers. Do they hold any weight at all or are they meaningless words on a wall in the lobby of your building?

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