Leaders frequently refer to mission and values as though they are fully realized operating systems. And when you’ve done the work, they can be.
Often, they’re a bit intangible.
Values are more than what you say you believe. They’re what you actually do: what you allow, and what you hold people responsible for enacting.
I’ve written about this before, so won’t go on and on here.
Codes of conduct address behavior and action; at best, they allow people to recognize the embodiment of values. And when values are being violated.
There’s a deeper dive in my October/November newsletter, where I talked with Jed Schmidt, one of the founders of Brooklyn JS. Here’s a teaser for our conversation.
The audio will be available in the newsletter, which goes out in mid-November. You’re invited!
Photo: Knights, by Brad from Flickr, used under CC2.0 license.
Anne Libby 