Every decision we make is guided by what we value most. In an overly commoditized world our values help us stand out in a sea of sameness. Our values define our purpose. Shared values engage us with those we value most. They act as our compass to keep us on course. They create an impenetrable shield to outside intrusion. Most importantly, values are the gateway to trust —the most valuable asset
any meaningful relationship owns.
Brands that are guided by a strong culture of shared values are rewarded. Internally, employees are engaged and remain loyal. Productivity soars. Externally, satisfied customers become advocates. The bottom line grows. Shareholders smile.
High level of employee engagement increases operation income by 19% and earnings growth by 28%
– Harvard Business Review
High trust organizations financially outperform low trust organizations
by 286% – Watson Wyatt
77% of consumers refused to buy products from distrusted brands vs. 91% who bought products from a trusted brand – Edelman
Consumers no longer have time to waste on casual brand relationships. Our research tells us that brands must deliver more than mere product or service offerings. We want relationships with brands that share our values. At the same time employees want to work for more than a paycheck. They want to work for purposeful companies.
Employee disengagement costs US companies $300 Billion per year
1/3 of working Americans say they will look for a new job once the recession is over. 48% of that group cited lost trust in their employers as being the primary factor – Deloitte
82% of employees don’t trust the
boss to tell the truth
Highly engaged, values-driven employees working in encouraging, healthy corporate cultures have a dramatic impact that
is felt inside and out. Not only are they more productive, their efforts contribute in a powerful way to company financial
performance as well as customer satisfaction.
Companies with engaged employees outperform those without by 202%
– Dale Carnegie
A strong and well-communicated corporate purpose can contribute up to 17% improvements in financial performance – Burson-Marsteller
Highly engaged employees are 38% more likely to have above
– Workplace Research Foundation