A Word or Two -Values Driven

Working in any institutions, departments or organisations means, you’ll have to adapt a demanding and rushing situation. Serving as anything that a profession can be named means you’re continuously chasing and being chased to reach the goals set by the one who is on a higher rank than you. The only job security you have nowadays is your commitment to continuous of your personal improvement. We must make up our minds to be able to control our circumstances by the means of continuous personal and organisational betterment.

Goals driven is a common method of management that we can easily spotted and seen anywhere. The followers and subordinates are rushing into decision making and work load executing, whilst expected to be a good and most suitable one. To be the best is of course, the ultimate goal of any institutions. And by having that in mind, they’ll need supporters who are capable of relishing it. Everything needs to be on time and on spot. That’s what differ between two, the successful team and the unsuccessful regime.

The top ranks must understand and wisely estimate on few things, such as how long would it take for their people to process a major change in their output or product, or get behind it and still, meet the deadlines. In fact, the key to an outstanding, enthusiastic, flexible, and on time team is to make sure that the people and the subordinates are actually values driven, rather than goals driven.

Goals can be achieved should the values were put up front and appreciated along the way. But values may not be in pockets should the talent and the possession were dragged onto pertaining goals, and just goals. If the number one shared value is to serve the client, then they will be ready to do whatever it takes to live that value. Should the things go contrarily, then the consequences will serve the priority listed. Values will initiate good institutions, create a great working environment and founding a firm ground of survival.

Superiors may pat their people on the back and congratulate them all they want, but if their values and welfares are not properly taken care, they won’t be singing back the appreciation. The superiors might get the praisings, but the praisings won’t ring true. The one who lose in this scenario is the organisation itself. If there’s any intention from any organisation to build quality and instil credibility, the rule is, the value first, then congratulations.