態度：如何在最佳時機建立公司價值觀
引言：如果在一個公司成立的早期就建立並發展公司的價值觀，對於組織和企業文化來說能夠產生持久並且積極的影響。而一旦團隊變得越來越大，想要再建立圍繞你的價值觀所達成的共識就會具有一定的挑戰性。
When Tony Hsieh, founder of Zappos, was asked what he』d do differently if he could restart his company from scratch, he responded with this: 「If I could go back and do Zappos all over again I would actually come up with our values from day one.」
當Zappos的創始人謝家華被問道，如果他可以重新創辦公司的話，他會採取什麼不同的做法時，他回答說：「如果我有機會重新創辦Zappos，我會在第一天就提出建立我們自己的價值觀。」
Developing your corporate values early in your company』s history can have a lasting and positive effect on your organization and its culture, and it』s easier to do when your team is small. After all, it』s much easier to steer a four-person speedboat than a 2,000-person cruise ship. Once your team grows larger, it may be challenging to reach consensus around what your values should be.
事實確實如此，在公司發展歷史上，儘早建立企業價值觀可能會對公司及企業文化產生持久且積極的影響。而當公司規模較小時，價值觀比較容易建立。畢竟，駕駛四人快艇比駕駛兩千人的游輪要容易得多。一旦你的公司規模越來越大，在價值觀上達成共識可能會是一個挑戰。
I』ve worked with a handful of small organizations as they』ve established the cultural tenets of their business — most recently, I went through the process of developing corporate values at my own tech startup. When we first drafted and integrated our values we were a four-person team. We spent a few weeks developing our corporate values together, discussing how the values should be interpreted (and hence applied), and then integrating them into our processes and culture. A year later, we』re 21 people and growing, and our team still references these values multiple times a day.
我曾與幾個小型公司合作過，這些公司已建立了自己的文化準則——最近，我對自己的科技創業公司的企業價值觀發展過程進行了審查。首次起草和整合公司價值觀之時，我們團隊只有四個人。我們花費數周時間共同建立企業價值觀，討論如何解讀並應用價值觀，隨後將其融入我們的工作流程和文化。一年後，我們團隊有21人，並且人數還在不斷增長。我們的團隊成員每天都以企業價值觀為行為準則。
Whether you』re running a startup or a small business, here』s how you can do the same.
如果你正在經營一家初創公司或是小企業，你可以參考以下的小竅門來建立自己公司的企業價值觀：
Develop your corporate values together
價值觀要通過共同協作來建立
Drafting a values statement in a silo and then mandating the team follow it is rarely effective. A person can』t just be told what to find meaningful — a values system is something that you develop over the course of years, and it is not easy to change overnight. In my company』s case, we included everyone on our small team in the process so that we could tap into values that people already held and uncover core values that we, as an organization, were already living. This helped us avoid those aspirational but essentially meaningless values that leaders often impose on an organization in an attempt to re-sculpt culture. Values unveiled with everyone participating are more likely to be unique to your company — and differentiated values are correlated with better performance.
加入你獨自起草一份價值觀聲明，然後強制團隊成員遵循此聲明，這幾乎是無效的。你不能將某些理念強加在某人身上——價值體系需要經過很多年才能形成，在一夜之間將其改變並不容易。在我們建立企業價值觀過程中，應當將所有團隊成員都納入其中，這樣我們就可以挖掘他們已有的價值觀，從而發現整個公司已經形成的核心價值觀。領導者激情澎湃但實際上卻毫無意義的價值觀，經常強加給企業員工，那些個人的理想實際上並無意義。上述做法有助於我們避免此類情況。對你的公司而言，人人參與建立的價值觀更可能是獨一無二的——差異化的價值觀會產生更好的工作績效。
Give folks the opportunity to reflect and contribute thoughtfully
給予員工充分思考和反思的機會
We started the process by reflecting independently on our existing (and yet unspoken) corporate values, as well as our opinions on the values systems that would be best suited for our company. We asked all team members to start thinking about questions like: What do you value? What unspoken values have contributed to our success to date? What do successful employees share in common? What values should govern the way we interact with each other and with our customers? We sent over a complete list of these questions a few days before our scheduled meeting.
在開始建立價值觀時，讓員工獨立思考現有但尚未透露的企業價值觀，以及對最適合公司的價值觀體系的看法。我們可以請公司所有成員思考以下問題：你的價值觀是什麼？什麼樣的潛在價值觀造就了我們如今的成就？出色員工的共同優點是什麼？員工之間以及員工與客戶的互動方式應該由什麼樣的價值觀主導？在例會前幾天，我們將這些問題的完整列表發放出去。
Get all ideas out there. And then organize them.
收集並匯總每一位員工的想法
When we sat down together, we started by listing all of the potential values on a whiteboard. This was an independent exercise with everyone scribbling across the board at the same time, and whenever marker movement slowed, I would deliver another prompt to spur more ideas. After 15 or so minutes (when we were out of suggestions), we asked everyone to pull out a sheet of paper, independently select ten values that they thought would resonate, and rank those values in order of importance to them.
我們坐在一起，將所有潛在價值觀列在白板上。這是一個獨立的練習過程，每位員工都可以同時在白板上塗畫，每當他們塗畫速度放緩時，我會另行提示，激發更多的想法。大約15分鐘後如果大家並沒有其他想法，我們要求每個人拿出一張紙，獨立選擇他們認為會引起共鳴的10項價值觀，並將其按照重要性排列。
Collaboratively identify a shortlist of values.
共同確定價值觀的入圍清單
We compared our lists and assigned point values to each value — if a value was #1 on a person』s list, it was given 10 points; if it was #10, it received 1 point; and so on. We looked at the numbers, discussed our reasoning, and used the point sums to begin to create a short list. From there, we had an open conversation about what we valued as a company. General themes emerged from our lists, and we uncovered and discussed areas of disagreement. After an hour of discussion, we ultimately agreed on seven core values.
我們將清單進行對比，並計算每個價值觀的分數——如果列表中的價值觀排在第一位，則獲10分; 如果是第10位，則獲1分，以此類推。我們計算得分，激烈討論，並根據總得分創建終極清單。最後，我們就公司的價值觀進行公開討論，最終達成公司的核心價值體系。
關於你和你的團隊
Making Work More Meaningful
更有意義地工作
At the time, there were only four of us and we were fortunate to reach consensus relatively quickly (and to uncover values that continue to resonate a year later). For some teams, an hour won』t be enough, however, and you may need to take time to reflect and reconvene several times. Or this may be an activity you do at a full-day offsite. For mid-sized teams, this activity might be undertaken by a handful of key employees, ideally with representatives from different departments. And, while at some companies values will be cemented at your first meeting, at others a shortlist may be fodder for discussion and final decision by top executives. Either way, key team members have been included and thereby will be more likely to champion the chosen corporate values.
如果一個團隊只有四個人，很幸運，能夠相對較快地達成共識並提出一年後依舊能引起共鳴的價值觀。對於中等規模的團隊來說，這項活動可能僅由少數的核心員工來完成，理想情況下，由不同部門的代表負責完成。而且，在一些公司中，價值觀往往在第一次會議上就形成定案了，而在另一些公司中，最終價值觀清單可能還需要高層管理人員討論和決定。無論哪種方式，團隊的關鍵成員都參與進來更有可能支持所選擇的企業價值觀。
Discuss interpretation
花時間討論解釋
Understanding what your chosen values mean is critical to implementation. In fact, an employee who knows and understands their corporate values is 51 times more likely to be 「fully engaged」 at work.
了解你所選價值觀的真正含義對於其實施至關重要。事實上，研究發現，與其他人相比，了解和理解企業價值觀的員工在工作中「全心投入」的可能性會高出一般員工51倍。
Once your company has its list of values, set aside time to discuss what each value means to you and to your teammates and how each one could and should be applied in your everyday work. Keep in mind that even the most well-intentioned employee may misunderstand or misapply a value — what』s obvious to you now when you』re well-ingrained in the process may not be obvious to an employee that joins the team two months later. Take the time to explain what each one truly means.
一旦你的公司制定了價值觀清單，請花時間來討論每個價值觀對你和你的團隊成員意味著什麼，以及每個價值觀應如何運用於日常工作中。請記住，即使最負責的員工也可能會誤解或誤用價值觀——當你對公司價值觀已經瞭然於胸時，這些價值觀對你而言淺顯易懂，但對於新員工來說，這可能並不那麼容易理解。
For this discussion, focus on addressing questions like:
What does this value mean to us?
What does it look like in action?
How might it be misinterpreted?
How will we evaluate adherence to it?
How will it change our relationships or our interactions?
在討論中，要重點解決如下問題：
此價值觀對我們而言意味著什麼？
如何在日常工作中踐行價值觀？
它可能會被如何誤解？
我們將如何評估是否遵守此價值觀？
它將如何改變我們的關係或我們的互動方式？
Try to synthesize your shared understanding into clear, direct explanations of how you will see, experience, and live those values in the workplace. Take the value of 「respect」 as an example. What does that look like at your company? How will your employees demonstrate their respect? Who will they be respectful of? How will that change their everyday behavior?
嘗試將你們的共識融會貫通，形成清晰直接的解讀，並闡述你如何在工作場所中應用、體驗和踐行這些價值觀。以「尊重」價值觀為例，公司關於尊重的現狀如何？你的員工將如何踐行他們的尊重？他們會尊重誰？「尊重」價值觀如何改變他們的日常工作？
During this process, task a team member who everyone trusts with compiling notes, and then send them off to nail down the precise wording and interpretations. Word choice is important since it will affect how the values are read and interpreted. Circulate an early draft among your team and then meet to discuss and finalize a few days later.
選詞很重要，因為它會影響價值觀的解讀。可以讓員工都信任的團隊成員做筆記，然後將筆記發給各位員工，以確定精確的措辭和解讀。提前給你的團隊成員分發解讀草稿，幾天過後，開會討論並制定最終價值觀清單。
You may need to go through this process a few times — draft, meet, discuss, modify, redraft, and repeat — before landing on an interpretation that everyone can stand behind. That』s OK. The more thoughtful and intentional this process, even if it』s slow, the better.
你可能會重複經歷這個過程——起草、開會、討論、修改、重新起草和重複——然後制定出每個人都支持的解讀。這個過程越是周到仔細，效果也將會越好。
Integrate your values
整合你們的價值觀
Posting your values in your break room isn』t nearly enough. It』s critical to identify any changes you』ll make or practices you』ll adopt to support their integration.
在休息室里張貼公司價值觀是遠遠不夠。對於執行價值觀來說，明確公司將做出的任何更改或將採用的做法都是至關重要的。
In our case, our 「maintain a growth mindset」 value led to the addition of independent learning and professional development goals into our quarterly review process. Now everyone is asked, 「What will you learn?」 at the beginning of the quarter, and then held accountable for those commitments three months later. Part of our interpretation of our 「results-oriented」 value was that 「we limit meetings to those that create value,」 so all team members were immediately asked to revisit their schedule, and to shorten or eliminate meetings where possible.
對公司而言，「不斷成長」的價值觀可以促進季度績效的考核，能夠增加員工獨立學習的能力並明確職業發展目標。公司可以在每個季度初，對員工詢問「你本季度的學習目標是什麼？」，然後在三個月後對其進行考核。 「結果導向性」的價值觀部分內容我們可以解讀為「一定要創造價值」，因此參照考核結果要求團隊成員重新制定他們的時間表，並儘可能縮短或取消討論會議。
Bring together your team again to draft a plan for integrating your values. Go one by one to determine how they might become a part of your culture, or how you might build a rewards system that better aligns with them. At bigger companies, you might invite all executives and managers to build independent integration plans within their teams, or for individuals to submit their own personal integration plans.
再次召集團隊成員，起草一個整合價值觀的計劃。逐一討論所有價值觀，確定將這些價值觀融入公司文化的方式，制定獎勵制度，激勵員工更有效地踐行價值觀。在大公司，你可能會邀請所有高管和經理來制定獨立的整合計劃，或者讓每位員工提交他們自己的個人整合計劃。
Look for ways that you can integrate values into hiring practices, orientation and onboarding, performance bonuses, and promotion opportunities. Be sure to highlight employees who are living examples of the values, and reinterpret the values for different situations or departments, as we did for our customer service team. And, allow your values to evolve over time. Once a year, you might bring together a group of stakeholders to discuss your values, and determine whether your interpretations (or then values themselves) might need revisiting, or how you might even better integrate them in the coming year.
尋找到合適的方法，將價值觀融入到招聘政策、入職培訓和入職管理、績效獎金和晉陞機制中。確保突出員工踐行價值觀的優秀實例，並重新解讀不同的踐行情況或部門的價值觀，可以隨著時間的推移，修改價值觀。每年都可以召集股東來討論公司的價值觀，並確定是否需要重新審視解讀內容或價值觀本身，並討論如何在下一年中更好地將其整合。
Thoughtful, well-implemented values can serve as the foundation for a positive, high-performance culture. It』s worth taking the time to get everyone on the same page by establishing corporate values, developing a mutual understanding of them, and then making them an integral part of your everyday work experience — and this is all much easier to accomplish when your team is still small.
深思熟慮、踐行得當的價值觀是營造積極高效公司文化的基礎。通過建立企業價值觀，理解個體價值觀，並將其融入到日常工作經驗中，使整個團隊都朝一方向努力——當你的公司規模並不大時，這樣做更容易實現。
本文觀點提出者：阿米莉亞·弗里德曼，Hatch 應用程序的首席運營官。由戈壁創投編譯成文。
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