80. Values (definition)

NOTE: if you’re new to Ground-Up Governance, or are finding anything a bit strange or confusing, you might want to START HERE.

There’s barely any need to define values here other than that “mission,” “vision” and “values” usually go together in corporate jargon. The values part isn’t really jargon most of the time. If you close your eyes and think about what “values” means to you, then you’re probably spot on.

If vision is where your corporation is headed, and mission is the stuff you do as you try to realize your vision, then values is basically the stuff you believe in while you’re on that journey. If you snoop around at a bunch of corporations’ mission, vision and values, you’ll notice a general trend in the form of they mostly stink. That’s usually because they’re crafted more to keep stakeholders from complaining than to define the corporation’s journey.

But let’s say that you have a good vision (every child adores brussels sprouts) and mission (inspiring children, one brussels sprout at a time). At that point, defining a small and meaningful list of values can take things to the next level. What might you value along that journey? Health? Nutrition? Nature? Crispiness? Non-mushiness? A touch of umami? Hugs? Lots of different values could be relevant. Depending on what you choose, it will help you, your board, your employees, your customers, and everyone affected by your corporation to know exactly what you stand for, and decide whether they can feel good about it.