I just published an article on “Helping business leaders talk about sustainability.” The article focused on business “value,” with virtually no discussion of moral or ethical “values.” So am I a heathen or just a sell-out?
Neither, I hope.
In one of the first blogs I posted on this web site back in 2011, I wrote: “Remember both value and values. Any time you’re thinking about only one, you’re destined to fail one way or the other.” I got some interesting comments then including:
- “I strongly support … the focus on values driving value.” [VP corporate social responsibility, apparel]
- “Value/value perspective [particularly interesting], as I do believe that to be the truth – when I have chased one without the other – I have not succeeded.” [CEO, marketing]
- “I’m a big proponent of sticking to a core set of values that drives all decisions and actions. Your values need to be your ‘rudder’ and there will be times that it results in sacrificing value or $. I don’t see value and values as equals. The old adage – stick to your values carries a lot of weigh in my book.” [VP HSE, manufacturing]
- “Value and values should be the same.” [Marketing executive]
So am I backing off of that exhortation to remember both value and values? No. What I am doing is recognizing the realities of business, especially American business.
If there is a truly meaningful “values” conversation that your leadership engages in, and if you can be part of that conversation, fine. But often there’s a Catch-22. If the conversation is open, it may not be the genuine, honest senior leadership conversation about values. If it is that important conversation, it’s probably not going to be open to very many people.
Too often, the values conversation isn’t real. Many open discussions of values are more about internal branding than setting a moral compass. Committees work to draft statements about “our values.” More energy then goes to putting those values into a nice typeface than into putting them into action.
If the values conversation is real, getting into it is particularly tough for corporate sustainability leaders. Given the nature of the sustainability role, many business leaders already have their shields up against their own staff preaching at them.
You have to earn the right to participate in those tougher values conversations by leading the simple, clear business value conversation first.
That’s all I’m saying. Think about value and values at the same time. Talk about value first.
[Scott Nadler is a Senior Partner at ERM. To share this post, see additional posts on Scott’s blog or subscribe please go to snadler.com. Opinions on this site are solely those of Scott Nadler and do not necessarily represent views of those quoted or cited, ERM, its partners or clients.]