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01 Июля 2004 Журнал "FIBA Assist Magazine"

Виды спорта: Баскетбол

Рубрики: Профессиональный спорт

Автор: Curchod Greg

Make Sure Your Organization’s Values Are Core

Make Sure Your Organization’s Values Are Core

Make Sure Your Organization’s Values Are Core

Greg Curchod is project manager for the Swiss/UK consulting group, TSE Consulting (www.tseconsulting.com), one of the leading providers of consulting and training services to the international sports world. Greg is training sports managers in the area of corporate governance and is involved in different projects advising Sports Federations in their reorganization process.

“Mission statements”. “Corporate statements”. We’ve all heard of them. We might also secretly think that they are pretty words on that document on the shelf. Well, we might have to think again. Intelligent, usable corporate statements are the foundations of good governance and could be one of the most important and fundamental decisions you can make for your organization.

Once they are well defined, your core values can not only clarify your organization’s identity and set you apart from the competition, but can also help you every time you have to make a decision - big or small. Core values are also fundamental in determining what attributes your sport or event needs to focus on in order to become more attractive to the end users or customers.

So how do you come up with strong and useful values? Let’s take a look at what a core value really is, and let’s define a few other categories of values that shouldn’t be mistaken.

FOCUS ON ‘CORE VALUES’

So, what are core values, really? Well, they are the deeply ingrained principles, your organization’s cultural cornerstones, which can never, ever, be compromised. They are what make your organization distinct and so must always be maintained. But here’s the danger: if the core values that you decide will govern all your future decisions, really aren’t core, they might put you on the wrong track and could cause substantial damage to your organization’s ongoing business. This is why we need to identify three other types of values that need to be considered, but not mistaken with core values. By doing so, you will be able to ‘get rid’ of those values that might mislead you and make you lose your focus.

1. ASPIRATIONAL VALUES

These values are those that do not currently exist within your organization, but which you believe will help it to succeed in the future. Aspirational values need to be carefully identified since they can dilute your core values.

Let’s take an example: if you think ‘transparency’ is one of your values, then be sure it is. Now if you don’t systematically open all your accounts to the press, or don’t take specific governance decisions that will make your organization different in that way, then do not bother. Your staff might be confused to see that all of a sudden procedures change unnecessarily when actually these have been successful until today and could stay that way.

So when a value you detect turns to be only aspirational, either drastically change the way you work internally in order to make it core or just forget about them now and put them aside for the future.

2. PERMISSION-TO-PLAY VALUES

Permission-to-play values are the basic standards, the frame of behaviour, within which your employees are required to perform. Being simple standards, they do not vary from one organization to another. If mistaken with core values, they would put you in a difficult position in relation to your company’s defining characteristics. Your sport, your event, needs to be unique in order to attract support. Organizations focusing on marketing that have confused permission-toplay values with core values have not found in them the necessary tools that help them build, for example, a unique image for their sport.

‘Integrity’ very often is mistaken for a core value, when it is actually a pretty standard thing to require from anybody working in an organization. Unless you take extraordinary measures to make sure that everybody thinks ‘integrity’ in any given situation, then you should not consider ‘Integrity’ as one of your organization’s core values.

3. ACCIDENTAL VALUES

Accidental values arise without the cultivation of management. They are these values that exist in your organization, that can be identified today, and which mostly reflect the common interest of the staff.

While these values can be very positive, since they reflect a certain ‘personality’ of the organization, they have to be carefully managed and not always allowed to turn into core values.

Indeed accidental values can be too restrictive and can prevent the organization from opening up to a wider, potential customer base.

Let’s take the example of a basketball club that would have been founded, decades ago, by people with a school coaching background, people sharing certain ‘pedagogical’ values of basketball. These values were not consciously introduced into the organization, they just happened to be there because the background of the founders. Now, of course, a club could definitely live and grow on these kind of values.

And it is, as a matter of fact, how many basketball clubs still function today. But if these values were to be identified as accidental, and in other words as ‘not core’, then the organization could choose to open up to more commercial segments, opening its doors to non-schools participants, for example and therefore significantly widen its customer base.

The new values should then be identified as core, introduced and used as such.

SO, GET TO THE CORE!

As we see, imposing values that are not core can create dangers for the future of your organization.

Going through the exercise of identifying those three kind of values that make your organization is not only enjoyable, but will help you focus on who you are and who you really want to be.

Now, if you are positive that your values are core and that they can either distinguish yourself from the competition or really make your organization stand up as forward thinking and ahead of its time, then do not stop there. Integrate them into every system that involves your employees or helps you to make the right decisions.

Core values such as ‘dependability’, ‘dedication’ ‘self-motivation’ or ‘innovation’, when communicated constantly and used as institutional guidelines by management, could drastically improve your performance whilst at the same time simplifying your decision-making processes.

Помимо статей, в нашей спортивной библиотеке вы можете найти много других полезных материалов: спортивную периодику (газеты и журналы), книги о спорте, биографию интересующего вас спортсмена или тренера, словарь спортивных терминов, а также многое другое.

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