Defining values is one thing, living them is another | Aaron Hurst

November 12th, 2019


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Big Think

- Defining corporate values is increasingly important to organizations and society—which is why consulting firms are making millions of dollars helping organizations define their values. What we're seeing consistently, says social innovator Aaron Hurst, is this is not working. - You can print values on posters and talk about them at conferences, but these values often fail to become part of the fabric of the organization. They remain upper-management-speak. - You could start to fix that problem in one hour, says Hurst. Try his recommended exercise: Connect your employees in pairs and ask them to talk about how a given value has shown up in their career, what does it mean to them? Values are only legitimate if everyone in your company can tell genuine stories about how those values have shown up in their daily jobs. Aaron Hurst is a globally recognized entrepreneur who works to create communities that are empowered to realize their potential. He is the CEO of Imperative, a B Corp advocating for Purpose-Oriented Workers and supporting the organizations that embrace them. Hurst is the author of The Purpose Economy (2014) and a regular advisor and thought partner for many global brands.