17 Feb Balancing Act: Value Proposition

Six ways to make sure a company’s values mirror your own

By Jaclyn Greenberg

A few months into Karen Hewitt’s employment as a recruiter in the service industry, her boss was let go. The boss, who was chief people officer—and someone Hewitt respected—was laid off along with several other women leaders as part
of company restructuring. “It didn’t sit right with me,” says Hewitt. “The employees that were let go were drivers of a welcoming, inclusive, collaborative environment.” 

Hewitt (who uses both “she” and “they” pronouns) was concerned about the culture at the company. They spoke to the chief operating officer, who reassured them there wouldn’t be further layoffs. Several months later, Hewitt’s immediate
supervisor was let go.

Hewitt was upset with the lack of transparency—it didn’t agree with her personal value of honesty. She also felt that the management that remained wasn’t committed to supporting her growth, and that her personal values didn’t align with theirs, especially as a non-gender-conforming Black individual who had been diagnosed with autism and ADHD late in life. Hewitt didn’t see herself in the homogeneous management now in place, so she resigned after being employed for only eight months.

It’s not uncommon for women to begin employment at a company with an assumption about the culture and learn that things aren’t what they expected, or find that changes are made later. Here are several approaches employees can take to avoid this type of misalignment.

Identify your values

Taking stock of personal values helps you understand what you hope for in an employer. “It’s about self-awareness and being intentional,” says Carolina Caro, team coach at Conscious Leadership Partners. “This is more than just throwing out words [that describe your values] and assuming that everyone knows what they mean, because I don’t think people do.” You can review your opinions on relationships, achievement, recognition, teamwork, and spirituality.

“For example, if you say family is really important but instead you’re at work 14 hours a day, then your actions are not truly aligned with your values,” says Caro. You need to be aligned with yourself before you can determine whether a company’s culture is a good fit or not.

Identify the company’s values

Everyone works differently. Some people are more competitive, and others like a collaborative environment. “Companies try to align workers with their culture, but I would rather that a company be transparent and say, ‘We’re going to expect you to work 80 hours a week,’” says Jo Ellen Green Kaiser, CEO of J. The Jewish News of Northern California. “You will get better workers that way. People can’t be aligned with the company culture if they don’t know what the culture is.”

Melanie Booher, founder of MB Consulting Solutions, says, “If you’re interviewing with a company and you ask about their culture, sometimes they can’t describe it or they’ll give you some brief language or say, well, here are our beautiful words on the wall. OK, great. The issue becomes that their behaviors need to match.” 

Align points of view

Booher says, “We grew up in different towns, we went to different schools, we have different educations, and we probably have different religions or different political beliefs. So how do we get our people to be aligned yet still value diverse perspectives?”

The best way forward is to get on the same page. “If I asked everyone in the room for their idea of integrity, people would write different definitions, but we’re trying to get people to align. To me, integrity means that if I say I’m going to do something, I do it, or I show up on time. I lead with great behaviors.”

Companies can put their practices and policies in their handbook. Values can show up in their hiring practices. They also show up in performance management. “When I’m getting my annual review, we should be talking about if I’m aligned with the company values,” says Booher.

Make sure the company’s values are consistent across departments. Many companies are constantly acquiring new businesses or restructuring, and this can impact how department cultures evolve and change. Pay attention to whether leaders are on the same page. Are they rowing in the same direction? Do they speak the same language? 

You might be interviewed by a
human resources manager who has an understanding of the culture in the company’s HR department, but you plan to be working in the finance department. Have conversations with your direct manager to clarify their understanding of the local culture and of how it fits into the wider culture of the company.

Activate your choice 

Once you’re aware of your values, it’s easier to know what your deal-breakers are. “Be conscious of what you’re accepting if you stay [at a job],” says Caro. A company may not produce a product that aligns with your values, but it offers a good work-life balance, is supportive of your growth, and pays well. A job won’t always check all the boxes, so knowing what will push you over the edge versus what you can tolerate, is key. You may think to yourself, “I’m swallowing this, which is incongruent with my values,” says Caro. “But if I know I am making this conscious choice, it’s easier to be present and happy at work.”

Another option is to volunteer after work at something that fulfills your personal values. Because you need to support your family, you might choose to work for a place that, for example, is not doing anything positive around social justice. “Instead, you say, ‘I’m going to set aside this other thing and maybe I’ll do it as a volunteer, since it’s not part of my work life,’” says Kaiser. “There are times where you’re going to have these conflicts.”

Consider another department

Finally, if you sense a misalignment, communicate your concerns to management. “Make sure you’re reading the situation the right way,” says Caro. “People think they can’t make a change at work, but they don’t recognize the power they have.” 

If it turns out your values are far off from those of your department, consider transferring within the same company. Another department may be a better fit, saving you and the company from a severed relationship.

At the end of the day, routinely feeling disrespected and working with leaders who don’t walk the talk, may make remaining with the organization untenable.

Rather than working for a large company, Hewitt now runs two businesses, with team members who work for her. “I am transparent with things I need and make sure to give my employees deadlines a couple of days in advance. I give people grace and compassion, and I don’t question my intuition anymore. I am an active disruptor if I observe people not treating others with respect.” EW

Jaclyn Greenberg is a freelance writer who focuses on content related to disability, accessibility, and inclusion.