We were in a strategy session last week with a Board sub-committee of a healthcare system client. Our goal was to get their approval to take our branding recommendations down the line for other required approvals.
But we got hung-up. In a great way. We were reviewing one more time our recommended set of values that would guide the organization’s activities, how colleagues (not employees) would work together and choose among competing priorities.
It was accepted that the values were on target. They were borne out of our many internal conversations, a quantitative study across primary and secondary service areas, and a firm grasp of where the organization was heading strategically and operationally.
So, what was the issue? The committee was fighting for greatness, even in this meeting. They started to discuss and debate if every single department across the organization was going to be able to make these values their own. Would they align around them, and be able to deliver them each day through their efforts. How would they be integrated into internal performance reviews.
We’re excited for this organization (and for us). Because they truly understand and embrace the power of their brand to create new value, ignite new growth and unite colleagues around common goals, values and promises.
Doesn’t get much better!