Core Values: The First Step to Overcoming Dysfunction

In large agencies and small, leaders find themselves struggling with staffing shortages, low morale, insufficient performance from employees, and host of other problems. They believe their agency is in a vicious cycle where the staffing shortage creates low morale, which in turn causes poor performance, which then results in more turnover, worsening the downward spiral. They try everything they know to hire enough staff, thinking morale will improve when employees have some relief from the long hours of overtime, and that a happier staff is a more productive staff. In many cases, they fail to see the root cause of their challenges has less to do with the number of active employees on their roster than it does with the culture they have either cultivated or perpetuated within the organization.

Culture is how people work together, treat civilians, and interact with their public safety partners. Every organization should strive to create a culture of excellence, which a few grand gestures offered one week a year to show appreciation for those doing one of the toughest jobs on the planet. But it’s also not about the big movements toward some lofty goal. Yes, creating a culture of excellence takes thinking big thoughts and dreaming big dreams, but it takes a series of small, substantive, and meaningful actions to actually make a difference.

Solving agency dysfunction starts with establishing and communicating what it means to be an organization of excellence. The leader must identify the agency’s mission, evaluate their expectations and aspirations in light of that mission, and establish a vision for the future. The vision should be clear, easily communicated, and aspirational. I’m not talking about some formal, convoluted, multi-paragraph declaration, but rather a short statement that is straightforward and easy to remember. For example, “Anytown Communications will be recognized by our peers and customers as the premiere ECC in the nation.” Once they have established that vision, the leader must communicate it, through both their words and actions, to the rest of the staff.

With a clear mission and vision that everyone understands, the real work can begin. Overcoming dysfunction and achieving organizational excellence starts by identifying the non-negotiable core values that can be understood and embraced by every member of the organization from the janitor to the CEO. The leader should not work in a vacuum to create a list of fancy words that make everyone feel good; feelings have very little to do with success. Instead, every employee should be encouraged to provide input by sharing what they believe should be a fundamental guiding principle for the agency. Establishing and upholding a ground rule that no idea is a bad idea and refraining from criticism will be key to obtaining buy-in for the process. Once a list of proposed core values has been developed, a committee of employees from all levels of the organization should come together to create consensus around five to seven values that reflect the views of the staff. There are multiple ways to accomplish this; the key is to get employees involved in the process as a way of creating a sense of ownership of the final product.

Once the core values have been developed and agreed upon, the next step is to identify and document behaviors that reflect adherence to those values. For example, what does it look like to practice professionalism? Is it just refraining from crass language and adhering to policies, or could it be picking up a piece of trash laying outside of the garbage can, even when nobody else is looking? What does empathy for customers look like? Is it simply being kind to callers who can’t articulate their issue, or is it also being patient with field responders who get a little snippy over the radio?

Whatever the core values, they should guide decision making and policy setting, and shape the recruiting, hiring, and training process to ultimately achieve that vision. The leader must integrate the core values and behaviors into every process, procedure, and facet of the operation. They must hold themselves and others accountable for demonstrating behaviors that align with the core values.

Only then can we being to overcome the dysfunction and vicious cycle of staffing shortages, low morale, and poor performance.