How Values and Beliefs Impact Culture Change

Do your actions reflect your values and beliefs?

Summary
Transcript

Shane Jackson, president of Jackson Healthcare, explains that in order for a leader to create lasting change in a culture, they must get very clear on their values and beliefs. Their actions must also reflect those ideals.

“I define [culture] as the atmosphere that results from the decisions and actions that a group takes in trying to achieve its purpose,” he shares. “And understanding that those actions are determined by our values and our beliefs, collectively. You can't change someone's actions, at least not over the long-term, until you change their beliefs that are driving those actions.”

Watch the video to learn more about culture change.

As you're thinking about changing culture, first of all, understanding what culture is. Culture is the, I define as the atmosphere that results from the decisions and actions that a group takes in trying to achieve its purpose. So, it's just all the things that we do. And so, there are times you're talking about culture, you don't realize you're talking about culture, but when you hear things like, "Oh, we would never do that here." Right? That's a cultural norm. Or something like, "Oh, this is how we handle that here." Right? It's just the expectations, understanding of the group of these are the actions that we take and decisions we make, and that sort of thing. And understanding that those actions are determined by our values and our beliefs, you know, collectively. You can't change someone's actions, at least not over the long-term, until you change their beliefs that are driving those actions.

As I talk to leaders about how do you become purposeful about your culture. How do you, if you feel like you need to go in a different direction, how do you do that? First of all, leaders have to start about being honest about what their values really are. And my experience is when you talk to people and ask them what their values are, first of all, they don't know because they've probably never taken the time to think about it. And then when they finally do answer you, they tell you what you think you want to hear or what they think you want to hear. "Oh, I value integrity and I value family," and, you know, whatever. Because that's what I'm supposed to say when I talk about values. And, you know, the person next to them is going, "You know, this liar never spends any time at home. He doesn't really value integrity or family.” Right?

You know, and so it's a challenge to ourselves to be really, really honest about what we actually value. And realizing that as a leader, those values are going to show up in our work, in our relationships and everything that we do. Once you establish that and understand what that is, it's then the process of communicating it, and communicating it not so much through words and saying, "Here's what I value now," although that does have its place, is beginning to communicate it through your actions and the way that you measure and define success.

And over time, finding the people on your team that can identify with those values and won't opt into that. Allowing the ones that don't to opt-out and then attracting more people to your team that identify with that. It's a process, but you've got to start with the cause, not the result. You got to start with the values and beliefs that are causing those things, those decisions, actions on your team that create this atmosphere in the culture, not the items themselves.
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Shane Jackson

Shane Jackson is president of Jackson Healthcare, a family of 17 companies and 1,300 associates specializing in temporary and permanent healthcare staffing. Since taking the role in 2013, he has consistently led the nearly $1 billion ...

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