建立一個以核心價值觀為根基的企業

By Rick Boxx

建立一個以核心價值觀為根基的企業

在許多成功的企業裡面,最被低估的基礎就是價值觀。如果一個企業成立的目的只是要獲得高獲利、賣掉很多商品,或是只有提供大量的商品或是服務,這樣的公司有可能會有很大的問題,因為它可能會用扭曲的方式達成它的目地。

例如,如果目標是拋售拍賣,公司就會盡一切可能去達成目的,即使做出做不到的承諾。又如果把利益最大化是最終的目標,因為降低成本的緣故,那麼即使在品質和服務上打折扣,也很容易被合理化,

然而,當一個公司有很清楚、週詳的核心價值來帶領、管理和運做,存活和成功的機會就會大大地增加。因為這些核心價值定義了「我們做甚麼」、「我們為何做」以及「我們如何去做」。

即使同事們信仰各不相同,許多跟隨耶穌基督的CEO分享了他們希望能用聖經的原則去影響他們的公司,因為他們認為聖經是神的話語。要有效塑造公司文化,避免讓人有壓迫感,最好的方法就是定睛在核心的價值和行為的準則上,這樣公司的每個人都能被要求遵守。

例如,「顧客至上」是一個大家都公認的核心價值,我們甚至不用去解釋這個價值觀是源於「你們願意人怎樣待你們,你們也要怎樣待人。」(路加福音6章31節) 另一個是「全力以赴」,這個眾所皆知的價值觀我們也不需要要求員工,他們都知道。無論做甚麼,都要從心裏做,像是給主做的,不是給人做的,(歌羅西書3章23節)

很多我們認為是常識的觀念其實是來自聖經,所以把這些觀念變成我們公司的核心價值,把神的標準和價值帶到公司中,其實並不會讓人有壓迫感。發展這樣的核心價值觀,並且帶領你的員工持守這樣的價值,會給你機會使用合神心意的方式領導你的公司。

就像是在詩篇119篇130節,詩人所說的:「 你的言語一解開就發出亮光,使愚人通達。」達到成功並且持守住這樣的信念,團隊裡每一個人都能理解的,也是這個企業存在的意義。

如果你期待能用神的方式來塑造你的公司,就試著決定和傳達你的核心價值觀。然後模塑你的公司、經常和你的團隊溝通。就如使徒保羅所說的:「你們在我身上所學習的,所領受的,所聽見的,所看見的,這些事你們都要去行,賜平安的 神就必與你們同在。」(腓立比書4章9節)

本文版權為正直資源中心(Integrity Resource Center, Inc.)所有。本文獲得授權改編自瑞克.博克思的正直時刻Integrity Moments with Rich Boxx」。這系列的文章是以一個基督徒的觀點評論職場的正直議題。

省思/討論題目

你認為自己的公司是有核心價值的公司嗎?分享你的答案。 如果你認為自己的公司有核心價值的,那是哪些呢?它們是否被清楚地呈現出來,所以每個人在每天的工作中都有機會去複習、了解、運用和練習呢? 我們知道,並非每一個在公司的人都有相同的信念。你認為讓他們知道公司的核心價值是來自聖經是恰當的嗎?分享你的答案。 如果一個組織尚未建立核心價值觀,你覺得他們應該如何開始建立自己的核心價值,成為一個有核心價值的公司?又或者你覺得沒有核心價值也能運作至今,所以也許他們其實不需要建立核心價值?

備註: 如果你手上有聖經,想要知道更多關於這個主題的經文,請參考:
箴言11章1節、14章5節、15章33節、20章14節、29章4節;腓立比書4章8節;提摩太後書 2章2節

BUILDING A VALUES-BASED BUSINESS

By Rick Boxx

One of the most underestimated tools for any successful business enterprise is the foundation of values upon which it has been built. If a company”s goal is simply to make high profits, to close a lot of sales, or even to deliver huge quantities of products or services, it can lead to problems with the end serving to justify the means.

For instance, if the objective is to finalize sales, one might be tempted to make whatever promises are needed to accomplish that – even if the promises cannot be met. Or if maximizing profits is the ultimate goal, it could become easy to justify cutting costs, even if that means compromising the quality of the product or services provided.

However, when a company starts with a clear, well-considered framework of values to guide and govern its operations, chances of both survival and success are increased dramatically. These values essentially define "what we do,""why we do it," and “how we do it.”

Many CEOs that are followers of Jesus Christ share a desire to influence their organization with principles from the Bible – which they understand to be the Word of God – while also being sensitive to those team members who may not embrace the same faith. One of the best ways to shape a company culture in an effective, non-offensive manner is to focus on values, principles of conduct and practice that everyone in the organization can be asked to embrace.

For instance, a value of placing high priority on customer service is one that few can argue with; we don”t even have to explain this value is based on "doing to others as you would have them do to you" (Luke 6:31). We might embrace the value of doing the best we can at all times, without having to insist that our staff “work at it with all your heart, as working for the Lord, not for men” (Colossians 3:23).

Since many of the values we commonly endorse come right out of the Bible, formulating our core beliefs can serve as a non-threatening way for communicating God”s standards and values. Developing these foundational values and holding your team accountable to them can give you the opportunity to lead the way to doing business God's way.

As the psalmist expressed in Psalms 119:130, “The unfolding of your words gives light; it gives understanding to the simple.” To achieve success – and then to sustain it – it is important for every key member of the team to be able to understand and explain what the organization stands for. What are the basic values and principles that serve as guideposts for how it conducts business on a day to day basis?

If you desire to shape the culture of your organization in God's way, try determining and articulating your core values. Next, model them, and then communicate them consistently to your team. As the apostle Paul wrote, “Whatever you have learned or received or heard from me, or seen in me – put it into practice” (Philippians 4:9).

Reflection/Discussion Questions

Would you consider your company to be a values-based business? Explain your answer. If you do believe your organization is values-based, what are those values? Are they articulated and presented in some way so that everyone has the opportunity to review and understand them as guidelines for everyday operations and practices? Understanding that not everyone in a business may hold to the same spiritual beliefs, would it still be appropriate for them to understand the source of the organization”s values if those are drawn from the Bible? Why or why not? What if an organization has not established a system of values by which to govern its operations – how do you think they could begin to work toward becoming a values-based business? Or do you think that if it has been operating without an agreed-upon statement of values, there is no need at this point to change that?

NOTE: If you have a Bible and would like to read more about this subject, consider the following passages:
Proverbs 11:1, 14:5, 15:33, 20:14, 29:4; Philippians 4:8, 2 Timothy 2:2

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