The other day, I talked about best practices to drive the adoption of standards of behavior.

Here is the recording and, in the thread below, a few highlights.

1/ Core Values must be expressed as trade-offs.

2/ "Ethics is one of our Core Values"
→ generic, not a standard, not actionable

"We always condemn unethical behavior, even from our star performers"
→ specific, a standard of behavior, actionable
3/ Another example:

"Customer focus is one of our Core Values"
→ generic, not a standard of behavior, not actionable

"Each piece of customer feedback is routed to someone accountable for what it describes"
→ specific, a standard, actionable
4/ Next highlight: Core Values require consistency.

Teams do not remember the 99 times they acted in accordance to Core Values. They remember the one time when one of them acted against the Core Value and wasn't called up upon it.
5/ Next highlight: Core Values require costly action.

When you say, "we Respect People", your employees do not know whether you mean it or you're checking a compliance checklist.

When you suspend that star employee that made a racist comment, they know you meant it.
6/ More importantly, when you take a costly action you demonstrate to others that you truly believe that Core Values are investments and that you are glad to pay their costs.

And that you expect everyone else to do the same.
7/ This is critical because lot of times, employees are like "yes, I know that Sustainability is a Core Value of the company, but does my boss really expect me to choose the supplier which is greener but more expensive? Will he reprimand me if I do choose it?
8/ No amount of words can convince an employee that indeed, he is supposed to take the hard choice.

But costly actions can.

With them, the manager demonstrates that he really believes that Core Values are worth practicing, even when costly to do so.
9/ These were just 3 points from the talk.
- Express Core Values as trade-offs
- Be 100% consistent in requiring them
- Demonstrate with visible costly actions

More insights in the talk and in by book "Best Practices for Operational Excellence"

• • •

Missing some Tweet in this thread? You can try to force a refresh

Keep Current with Luca Dellanna

Luca Dellanna Profile picture

Stay in touch and get notified when new unrolls are available from this author!

Read all threads

This Thread may be Removed Anytime!


Twitter may remove this content at anytime! Save it as PDF for later use!

Try unrolling a thread yourself!

how to unroll video
  1. Follow @ThreadReaderApp to mention us!

  2. From a Twitter thread mention us with a keyword "unroll"
@threadreaderapp unroll

Practice here first or read more on our help page!

More from @DellAnnaLuca

29 Apr

1/ They superstitiously believe that their successes of the past was caused by an attention to details (whereas it’s random correlation)

2/ They are afraid to be clear on what they need so they must micromanage instead.
3/ They have a fragile position and cannot allow any minimal mistake.

That’s problematic, because things will go wrong. Better to create trust and have frequent honest communication so that problems can’t grow too much.
4/ In the past, they delegated without following up with progress updates, they discovered a problem too late and got burned.

Then, they learned the wrong lesson: instead of frequent progress updates, micromanagement.
Read 4 tweets
29 Apr
Here’s an idea: lower that fence.

Yes, it’s no applicable in all contexts, but example: long degrees are a problem not just for the tuition but in some cases also for the time spent not working and having to move to another city.
Shortening degrees where possible would help.
Read 4 tweets
23 Apr

1/ SARS è fuoriuscito da laboratori molte volte; due dallo stesso laboratorio

2/ L'istituto Pasteur perdette 2349 fiale di SARS. Una volta, ne trasportò su un aereo di linea, in barba ai protocolli

Trovate le fonti in fondo al thread.
3/ Più di 100 laboratori americani di alta sicurezza sono stati sanzionati per aver violato le norme di sicurezza.

I regolatori hanno permesso loro di continuare a fare esperimenti per anni nonostante ispezioni di sicurezza fallite.
Read 12 tweets
22 Apr

1/ Here are some major red flags. Don't do them.

"Can I ask you a question?"

"Can we have a chat <but I won't say why>?"

"I'm building this new product, which is better than current competitors <but I won't say why>"

"I can't write it here"
2/ If your message could have been sent to someone else without any change other than the name, it's spam.
3/ If your message is more about you than about the recipient, it's spam.
Read 6 tweets
19 Apr
I disagree with many of the points below. One by one:

#6: the problem is not herding, but herding in absence of skin in the game.

Herding + skin in the game = we imitate those who prepare for disasters.

Herding w/o skin in the game = we imitate charlatans and fools.

#4: Inertia. If it were a thing, people who got a driving license would keep driving slowly, as they got used to while practicing.

Instead, inertia is a confabulation. We constantly adapt our optimal risk-taking level based on our experiences and incentives.
Sometimes it means not to change (and a researcher jumps in calling "inertia!") but other times it means to change (and someone jumps in calling "another fancy name for another bias") – but both are confabulations that tell more about the study design than about our brain.
Read 13 tweets
15 Apr

1/ A lack of clarity on how consistently they should be practiced.

So employees and managers are left wondering, "yes, ethics is important, but should I really keep that star employee accountable?"
2/ A lack of clarity on whether employees are protected from the costs of practicing Core Values.

So they are left wondering, "yes, sustainability is important, but should I push for greener suppliers even if it will cause delays to the project?"
3/ Managers talking too infrequently about Core Values.

So their employees are left wondering, "yes, safety was yesterday's priority, but is it still relevant today? Or did the priorities change?"
Read 8 tweets

Did Thread Reader help you today?

Support us! We are indie developers!

This site is made by just two indie developers on a laptop doing marketing, support and development! Read more about the story.

Become a Premium Member ($3/month or $30/year) and get exclusive features!

Become Premium

Too expensive? Make a small donation by buying us coffee ($5) or help with server cost ($10)

Donate via Paypal Become our Patreon

Thank you for your support!

Follow Us on Twitter!