Aligning Values With Company Mission

I completely misread a major donor's signals and lost a six-figure gift. It was humbling. And it transformed my approach to donor relationships. Here's what happened: After multiple positive meetings, I was confident our capital campaign proposal aligned perfectly with this donor's interests. The signals seemed clear—enthusiastic questions, facility tour requests, introduction to family members. I prepared an impressive proposal with all the recognition bells and whistles. I was already mentally spending the gift. When I made the ask, his response was immediate: "This isn't what I care about at all." He wasn't interested in naming opportunities or recognition. He wanted to fund scholarships for students like himself—first-generation college students from rural communities. The proposal I'd spent weeks crafting completely missed his core motivation. What I learned: - Enthusiasm doesn't always signal alignment - Assumptions are fundraising poison - Direct questions about motivations beat clever interpretation - Donors give from personal values, not organizational priorities I now ask every donor: "What aspect of our work matters most to you personally, and why?" The answer has never led me astray since. Share a valuable lesson from a fundraising misstep! 💡 If this resonated with you, join thousands of fundraisers who are sharing what works and what doesn't inside the Donor Participation Project. Join us here 👇 shorturl.at/qhMHM

8 Board-Level Actions to Embed Sustainability 🌍 Sustainability is increasingly recognized as a core driver of long-term business performance. However, its integration remains uneven, especially at the governance level. While many companies have advanced operational initiatives, few have established the board structures, oversight mechanisms, and decision-making processes required to embed sustainability into corporate governance. As expectations from regulators, investors, and other stakeholders evolve, boards must become catalysts for strategic alignment, risk management, and capital allocation that reflect environmental and social priorities. A common starting point is the creation of a dedicated committee within the board focused on sustainability. This structure provides continuity in oversight, supports alignment across business units, and ensures that environmental and social considerations are consistently reviewed at the highest level. Approving sustainability targets at the board level strengthens long-term commitment and reinforces accountability. Targets should be aligned with science, supported by credible data, and accompanied by clear milestones to guide performance tracking. Aligning executive compensation with sustainability outcomes helps translate commitments into operational action. Incentive structures that reward measurable progress on environmental and social issues increase internal alignment and focus. Boards should ensure that sustainability risks are integrated into the enterprise risk management system. This includes identifying physical and transition risks and evaluating the company’s resilience through forward-looking scenario analysis. Capital review processes should require that new investments include environmental and social impact metrics alongside financial projections. This supports more informed decision-making and strengthens the link between capital allocation and sustainability objectives. Disclosure oversight must be treated with the same level of rigor as financial reporting. Ensuring the accuracy and completeness of ESG data, supported by third-party assurance where appropriate, increases transparency and trust. Board capability on sustainability requires continuous development. This includes targeted training for directors and the inclusion of individuals with deep expertise in climate, human rights, biodiversity, or other material topics depending on the company’s context. Embedding sustainability in governance is not an add-on. It is an essential shift that enables boards to make informed and responsible decisions in a rapidly changing world. The companies that align governance with sustainability will be better positioned to manage risk, capture opportunity, and build long-term value. #sustainability #sustainable #business #governance #esg

Accountability Nearly every organization I work with at the moment is focused on some version of creating a "high-performance" culture. Alongside this goal is a push for greater speed of decision-making, efficiency, and accountability. However, a common mistake many organizations make is treating accountability as a binary attribute—individuals are either seen as accountable or not. In reality, accountability is more nuanced. Understanding accountability as a spectrum is critical for cultivating a high-performance culture. The Accountability Ladder illustrates this concept by mapping out various levels at which individuals engage with their responsibilities, ranging from unaware or indifferent to becoming proactive and inspiring others. Those familiar with the Leadership Circle Profile will note that accountability transforms as leaders pivot from an external to an internal locus of control. This move from a Reactive to Creative mindset is a critical prerequisite. Here is a summary of each step on the ladder: Unaware: At this level, individuals are not aware of the issues or their responsibilities. They lack the knowledge necessary to understand what needs to be done. Blaming Others: Individuals recognize the issue but choose to blame others rather than taking any responsibility. They see the problem as someone else's fault. Excuses: At this step, individuals acknowledge the problem but offer excuses for why they can't address or resolve it. They often cite external factors or limitations. Wait and Hope: Individuals here are aware of the problem and hope it gets resolved by itself or that someone else will take care of it. There is recognition but no action. Acknowledge Reality: This is a turning point on the ladder. Individuals acknowledge the reality of the situation and their role in it but have not yet begun to take corrective action. Own It: Individuals take ownership of the problem and accept their responsibility for dealing with it. They start to commit to resolving the issue. Find Solutions: At this step, individuals not only take ownership but also actively seek solutions. They explore various options to resolve the problem. Take Action: Individuals implement the solutions they have identified. They take concrete steps to resolve the issue. Make It Happen: Individuals not only take action but also follow through to ensure that the solutions are effective. They monitor progress and make adjustments as necessary. Inspire Others: Leaders inspire and encourage others to take accountability, creating a proactive problem-solving culture. As a team exercise, try writing the steps of the accountability ladder on a whiteboard and ask: What level of accountability do we see across the organization? What level do we exhibit as a team (to each other and our stakeholders)? And finally, where would I place myself?

Most companies frontload onboarding into the first week, then wonder why great hires quit after 2 months. Here's a framework that fixes this: THE 30/60/90 ONBOARDING PLAN Days 0-30: Orientation → Belonging Goal: Make them feel part of something - Welcome kit + preboarding touchpoints - Set clear role expectations and team charter - Buddy system + manager syncs Quick Win: Schedule a values-aligned storytelling session with a company founder Days 31-60: Integration → Clarity Goal: Understand how their work fits - Role-specific training - First project delivery - Cross-functional intros Quick Win: Create a "map of influence" showing who to talk to and when Days 61-90: Acceleration → Impact Goal: Start delivering results - Feedback loop with manager - Career path preview - Culture check-in + stay conversation Quick Win: Ask "What's one thing you'd change about our onboarding?" Why this works: - Week 1 onboarding creates anxiety relief but not engagement. - 30-day onboarding builds belonging but lacks direction. - 90-day onboarding creates clarity, confidence, and measurable impact. Most companies frontload everything into the first few days, then abandon new hires to figure it out. The result? Talented people leave because they never felt integrated or clear on their impact. TAKEAWAY: Your onboarding process is a 90-day audition. Not just for the new hire to prove themselves. For your company to prove it's worth staying. The companies with the best retention don't just hire great people. They systematically integrate them into something they want to be part of.

I’ve sat in too many boardrooms where someone says: “Our culture needs fixing. Let’s run a workshop.” And I always pause. Because culture isn’t a one-day exercise. Culture lives in the everyday. It’s in the way two colleagues talk to each other when no one else is around. It’s in how managers respond under pressure. It’s in the tone of an email when deadlines tighten. That’s where your real culture shows itself. And here’s the part most leaders don’t want to hear: Culture takes time. You can’t shortcut it. You can’t patch it up with quick fixes. It’s built … slowly … on three things: 1. A clear strategy that people can actually follow. 2. Values that mean something in practice, not just in print. 3. Daily behaviours that reflect both top down and bottom up. When those align, trust grows. When they don’t, the cracks widen. So before you ask, “How do we fix our culture by next quarter?” Ask a harder question: “Are we ready to live the culture we keep writing about?” Because culture doesn’t change when you print new values. It changes when people start living them.

Culture is everything 🙏🏾 When leaders accept or overlook poor behaviour, they implicitly endorse those actions, potentially eroding the organisation’s values and morale. To build a thriving culture, leaders must actively shape it by refusing to tolerate behaviour that contradicts their values and expectations.
 The best leaders: 
 1. Define and Communicate Core Values: * Articulate Expectations: Clearly define and communicate the organisation’s core values and behavioural expectations. Make these values central to every aspect of the organisation’s operations and culture. * Embed Values in Policies: Integrate these values into your policies, procedures, and performance metrics to ensure they are reflected in daily operations. 
 2. Model the Behaviour You Expect: * Lead by Example: Demonstrate the behaviour you want to see in others. Your actions should reflect the organisation’s values, from how you interact with employees to how you handle challenges. 3. Address Poor Behaviour Promptly: * Act Quickly: Confront and address inappropriate behaviour as soon as it occurs. Delays in addressing issues can lead to a culture of tolerance for misconduct. * Apply Consistent Consequences: Ensure that consequences for poor behaviour are fair, consistent, and aligned with organisational values. This reinforces that there are clear boundaries and expectations.
 4. Foster a Culture of Accountability: * Encourage Self-Regulation: Promote an environment where everyone is encouraged to hold themselves and others accountable for their actions. * Provide Support: Offer resources and support for employees to understand and align with organisational values, helping them navigate challenges and uphold standards.
 5. Seek and Act on Feedback: * Encourage Open Communication: Create channels for employees to provide feedback on behaviour and organisational culture without fear of reprisal. * Respond Constructively: Act on feedback to address and rectify issues. This shows that you value employee input and are committed to maintaining a positive culture.
 6. Celebrate Positive Behaviour: * Recognise and Reward: Acknowledge and reward employees who exemplify the organisation’s values. Celebrating positive behaviour reinforces the desired culture and motivates others to follow suit. * Share Success Stories: Highlight examples of how upholding values has led to positive outcomes, reinforcing the connection between behaviour and organisational success.
 7. Invest in Leadership Development: * Provide Training: Offer training and development opportunities for leaders at all levels to enhance their skills in managing behaviour and fostering a positive culture. 8. Promote Inclusivity and Respect: * Build a Diverse Environment: Create a culture that respects and values diversity. Inclusivity strengthens the organisational fabric and fosters a more collaborative and supportive work environment.

Companies like The Walt Disney Company and Patagonia often take bold public stances on controversial social and political issues, sparking debates about the role of business in activism. Why do some firms engage in this type of progressive corporate activism, while others remain silent? An insightful new paper titled 'When Ideologies Align: Progressive Corporate Activism and Within-Firm Ideological Alignment,' published in Strategic Management Journal and authored by Anna McKean and Brayden King, offers a compelling explanation: it's about ideological alignment within the firm. 🌍📚 The authors examined data from 1,328 U.S. public companies, focusing on their involvement in high-profile letter-signing campaigns around progressive issues, such as climate action, LGBTQ+ rights, and immigration reform. By analysing political donation data, they created a measure of ideological alignment between the top management team and employees, shedding light on the factors that drive firms to engage in activism. Key insights from the paper: 🧠 Ideological Alignment Drives Activism: The study finds that progressive corporate activism is most likely to occur when there is ideological alignment between the top management team (TMT) and the employees. When both groups share liberal political leanings, firms are more willing to take public stances on progressive issues, signalling a strong internal alignment of values. 📊 CEO's Ideology Alone Isn't Enough: Contrary to the belief that a firm's activism might simply reflect the CEO's personal views, the study finds that the CEO's ideology alone does not drive progressive corporate activism. Instead, activism emerges when there is a broader ideological consensus within the firm, particularly between the TMT and the employees. 🤝 Collaboration Across Echelons: Progressive activism is not a top-down phenomenon. Rather, it reflects a collaborative process where the shared values of leadership and employees come together to shape corporate action. This alignment minimizes potential conflicts within the firm and strengthens the firm’s external positioning on progressive issues. 💬 Progressive Activism as a Strategic Tool: Engaging in progressive activism can also be seen as a strategic tool for firms that wish to reinforce the person-organization fit. By aligning their public stance with the values of their employees, firms enhance employee engagement and demonstrate a commitment to shared ideals, which can have positive effects on organizational culture and performance. 🔄 Beyond Corporate Social Responsibility: This research differentiates progressive corporate activism from traditional corporate social responsibility (CSR). While CSR often serves the firm's business interests, progressive activism stems from ideological commitments, even when such actions carry risks of alienating stakeholders or attracting political backlash. #CorporateActivism #ESG #Impact #ProgressiveActivism

Every organization says its values matter. But the real question is whether anyone can see them. This visual captures a truth leaders often overlook. Values do not live in posters or documents. They live in the everyday cultural practices that surround people long before they read a single sentence about what the organization stands for. ↳ Symbols show up in the way you brand your work, the stories you celebrate, even the small signals people receive when they walk into a room. ↳ Heroes reveal themselves in who gets acknowledged, who is admired, and whose behavior becomes the informal standard. ↳ Rituals are the repeated moments that shape how people feel when they gather, decide, reflect, or close a year together. ↳ Practices are the actions that quietly reinforce what is truly acceptable and what is not. When these layers align, values become tangible. People experience them without needing explanations. When they do not, values start dissolving into aspiration rather than reality. This time, so close to the end of the year is a natural moment to notice the rituals that hold your culture together. The way teams close projects, express gratitude, celebrate progress, or take a pause before stepping into a new season. These small moments often reveal more about your actual values than any formal statement ever could. So if you want stronger values next year, do not start with rewriting them. Start with understanding the cultural practices that already shape how your people think, feel, and behave. That is where values either live or fade.

We MUST move words like ‘integrity’ and ‘respect’ from concepts to behaviours that exist in the way we work. Most organisations proudly display their values on walls and websites: integrity, respect, excellence, innovation. Yet how many have actually defined what these actually look like in daily practice? In meetings, how many people are actually thinking about what respect means to them? Because, ultimately, these words remain meaningless until translated into observable actions. When ‘integrity’ is just a word, anyone can claim to embody it. But when integrity means ‘acknowledging mistakes and working to fix them,’ we create a standard against which behaviour can be measured. Leaders who truly want to build ethical organisations don’t just preach values — they define, demonstrate, and reward the specific behaviours that bring those values to life. They understand that values without behaviours are just aspirations without commitment. Could your team members specifically describe what your organisation’s values look like in action? Or are they just reciting pleasant-sounding words? Comment below: what ONE organisational value could you translate into three specific behaviours by the end of this week?