They often tell me proudly: this is the value of our company, and it is also the guideline to guide employees' behavior. Then I ask the employees of this company privately, do you all abide by these values? They often laugh: leaders like to do these things, and these things are not rules and regulations. How can they follow them? ! This is not a case. In fact, most companies that stick their mission vision values on the wall can't stick their mission vision values on the hearts of employees. Most employees think that the words posted on the wall are just beautiful slogans and slogans, just following the trend, and can't really "land". Most leaders are well aware of this, but they often blame this situation on execution: good values, but poor execution of employees! In fact, just ask where these values come from, and you will probably know the real reason why values can't land. Most of the values are taken by leaders, and some even directly copied from some well-known big companies. At most, it's a copywriter polishing the text. If a company's values are not endogenous, it can only be a slogan of feeling good about itself. Effective corporate values should reflect the collective values of team members, which are rooted in the hearts of each member and recognized by everyone. Only in this way can values really land. You cannot hide values. It is between conscious and subconscious. We should observe a person's values, not what he says, but his reaction to pressure and temptation. People whose external behaviors are consistent with their values are often "single-minded" and often calm and steady, while those who are "inconsistent" are often insincere and tangled. Therefore, the first thing to do is to ensure that the values can reflect the collective ambition of the team. Values should be discussed collectively by team members, which can truly reflect their inner demands. The process of discussion is more important than the result. The discussion process is an important method to shape the team spirit, and it is also an important driving force to continuously motivate the team. The method of discussing values is very important. It is best for leaders to invite an external coach, organize company members to form a group, and try to describe your recognized company values with a few keywords. Then break up these groups and regroup, and continue to discuss company values. It usually takes more than three discussions before everyone can reach an agreement on the values of the company. For those companies with internal conflicts of interest, it often takes longer to acquire the values that everyone agrees with. Leadership is very important to the formation of corporate values. To some extent, the values of the leaders of an entrepreneurial company are often the values of the team. If the leader's actions are inconsistent with the values he advocates, these values can't really land. As Liu Chuanzhi said, setting an example is not an important way for leaders to convince their subordinates, but the only way. If the leader of a company keeps saying that he wants to be honest and clean, but tries his best to do something "edge the ball" all day, and can't "match words with deeds", employees will think that the leader is acting and will not take the company's values seriously. The qualifications and abilities of team members are also very important for the real implementation of company values. A company that advocates the values of integrity and honesty must also require employees to be honest and upright. If the middle-level leaders of a company are mostly people with superior ability and suspicious moral character, then the values of integrity and honesty advocated by this company will not fall. Some companies keep saying that they want to innovate, but the rules and regulations formulated are stifling innovation, so their values are just slogans. Finally, the assessment of values should be included in the talent evaluation system. Without assessment, there is no way to manage. Only when enterprises truly incorporate values into the assessment system can these values truly become part of the enterprise's genes. For example, Alibaba's evaluation of all employees is 50% linked to this person's values and 50% linked to this person's performance. This evaluation system ensures that values can become something that goes deep into the bone marrow of Alibaba employees. * * * The same values are an important symbol to measure whether a team is an excellent team. An excellent team is a group of people who share the same mission, vision and values. Values are not competitive advantages or business models. It doesn't have to sound unique and impressive, but whether it can truly reflect the voices of most team members. Only when it is implemented can its discipline and consistency be guaranteed, values can be internalized as a part of corporate culture, and values can truly land. A vital company value is not taken away by the leader, but rooted in the hearts of every team member and awakened by the leader. The process of shaping the company's values is a process of awakening the internal driving force of team members and also a process of building a core team.