Managing by Values

Managing By Values

Managing By Values® is a comprehensive process of organizational, strategic and cultural examination, exploration and realignment that was adopted by H.O. Penn in 1995.  In the following years H.O. Penn has utilized this process to steadily improve and elevate the performance of our company.  MBV is the culmination of the life’s work of Dr. Michael O’Connor and is described in the book, Managing By Values by Michael O’Connor and Ken Blanchard (Berrett-Koehler, 1997, 2003).?(More on the Author)

Based on more than 25 years of applied research and services for organizations, MBV is a systematic method for identifying and committing to a common purpose and shared values and then aligning business practices with those values to allow all its stakeholder groups—owners/shareholders, employees, customers and significant others such as suppliers, lenders, communities—to win.

If you are interested in ordering the book,
Managing By Values How To Put Your
Values into Action For Extraordinary Results
By Michael O’Connor
Contact: Center for Managing By Values

How MBV Works

MBV is a process for organizations that are serious about making lasting, positive performance improvements impacting their culture, strategy, processes and people.

Phase I. Defining Values

With the help of experts from The Center For Managing By Values, owners, boards and executive management of the organization develop or review the organization’s values in the context of its mission and organizational vision for the future. The organization’s values are uniquely expressed in operational terms that are meaningful and practical. Once the values are stated and prioritized, they become the basis for decision-making and action at every level of the organization and in all its areas.

Phase II. Communicating Values

While essential, defining and stating our values is not enough. We express our values by the way we conduct ourselves every day. A person who values honesty may act differently than a person who values efficiency. If an assistant has been instructed to say, “Mr. Smith is in a meeting,” when, in fact, Mr. Smith doesn’t wish to be disturbed, that person is conveying the organization’s values. Therefore, organizational values must first be effectively communicated throughout the entire organization before they can begin to have an effect on day-to-day business practices and results. Accordingly, in this phase of MBV, a communication plan is developed for articulating and institutionalizing the written values developed in Phase I. Everyone becomes informed about the organization’s mission, vision, values and aspirations—including their importance. This may include formal and informal meetings, resource materials for individuals and printed communications for conference rooms and public areas.

Phase III. Aligning Values

This phase of work typically comprises at least 80% of the work involved in the MBV process. MBV expert resources provide systematic guidance in implementing practices that bridge the “gaps” between stated “aspired-to” values and the values actually practiced in the organization. An ongoing process of assessment, goal setting and action planning is driven from the top down to the individual level creating an “All-Win” environment. Key elements are:

  • Practicing Values. After the organization’s values are communicated in Phase II., the following question is asked: “Do we walk our talk?” MBV consultants administer a quantitative survey to create a baseline of information about the organization’s “current state” values and practices. Focus groups, assessments and interviews with customers, owners, workgroups and individuals are also conducted to understand how values are demonstrated in daily work activities and decisions. This baseline information is critical in later measuring results achieved by implementing the MBV process.
  • Analyzing Opportunities. From the survey data, where values align and where they don’t is identified. “Gaps” are identified as opportunities to make improvements in performance. This analysis identifies and prioritizes key issues for the organization to address.
  • Taking Action. MBV consultants work with the organization to develop a structure and timetable to begin implementing action “tools” for aligning actual work practices with organizational values. This plan is customized to each organization and progresses at a pace that focuses on results and readiness rather than on an arbitrary schedule. Through consultation, coaching, training, facilitation and self-development MBV consultants determine if “Managing By Values” is gaining momentum throughout the organization. They look for evidence that individuals comprehend the values, that they accept and support the values and that they are delivering its practical business benefits. Often, consultants work with management to develop a formal channel for sharing organizational achievements that furthers its organizational success.

Each organization is unique and the integration of all organizational development activities under the MBV framework is a critical piece of its process. MBV enhances the effects of improvement-focused efforts such as Six Sigma. MBV is not a program with a beginning or end. It is a dynamic, ongoing process for unifying the organization so that all actions flow from a consensus around organizational values and purpose.

For more information contact:
27499 Riverview Center Blvd
Suite 262
Bonita Springs, Florida 34134
Phone: (877) 628-0028


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