Why are you doing what you’re doing? Why is it so important to know this? These questions are difficult to answer because it is difficult to define what is really being asked.

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Asking why helps set a context that can be used as a reference for a many of the questions we face that we know are important but we struggle to define in a clear way.

Most of us look at our own lives and can define whether something feels right or not. We have a tacit understanding of our own values; it’s difficult to explain what they are without using non-specific words like good, bad or fair.

We just know.

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As we start working with others we start to create a consensus for what feels right and what doesn’t and this consensus flows through all aspects of the business.

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The products or services offered to customers need to feel appropriate. It seems acceptable for a sportsman to launch a range of underwear or for a pop singer to launch a new perfume, though there is nothing in either profession that gives a tangible ability in these products. They just seem to fit; a sportsman trying to sell fixed income securities feels less acceptable as does an investment bank branding a range of perfume.

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The processes a company follows have a similar judgement placed against them. Phrases such as ‘that doesn’t work here’ or ‘we don’t operate like those other guys’ imply an understanding of which processes line up better with getting the customer the right product.

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The same applies when hiring personnel: some people just seem to fit with the organisation while others don’t. Team fit is an increasingly important consideration in hiring; whether someone fits in with the team is often regardless of age, gender, ethnicity or any other tangible characteristics.

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Many companies use statements such as core values to provide a framework that captures the intangible concepts involved.

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You core values must form the basis of any strategy, business development, or leadership training. This will ensure that there is a clear sense of how everything in your business fits together.

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Core values

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Core value statements are often used to capture and express what is right for the company, you may well have some already defined for your company. The challenge is not whether you have described a set of core values, the challenge is in describing your company’s set of core values.

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You could try having a group of executives or consultants create a list of core values. They often come out sounding both definitive and obvious, for example:

• Respect – Ruthlessness, callousness and arrogance don’t belong here

• Integrity – we work with customers and prospects openly, honestly and sincerely

• Communication – Here, we have time to talk to one another….and to listen

• Excellence – We are satisfied with nothing less than the best in everything we do

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These values may then be further reinforced with a company vision such as:

• To become the world’s leading energy company – creating innovative and efficient energy solutions for growing companies and a better environment worldwide.

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Inspiring stuff.

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Of course, you may recognize these as the stated values and vision for a company called Enron, hardly a shining example of any of these statements. If you don’t recognize the name, a quick Wikipedia search will help explain why this is an example of how a company can claim one set of values while its actions describe another.