corevaluesI heard Ken Blanchard say once in a video training series that value statements should be no more than 5 in number, and should, in some senses be nested within each other.

We as people are shaped to a greater or lesser degree by the home we were raised in. If the family is unstable or dysfunctional, that will be seen in the values of the children.

But even when the family background is stable, the values that get imparted to us are not things that we can easily understand or grasp. They impact us in ways we don’t always understand or perhaps even are aware of.

A company’s values shape its purpose, and to a large degree their level of success. One of the values where I work, at The Karis Group, is humility. Even stating that that is a value seems to be prideful, but it isn’t intended to be.

We seek to practice humility in our relationships with each other (making for a really great place to work, one without what our CEO Levi Smith describes as a “Low drama environment”), in our interactions with those we serve (whether clients or the customers of our clients), and even in our interactions with the vendors we purchase services from.

Built on Values: Creating an Enviable Culture that Outperforms the Competition

The interesting thing about practicing humility in the context of a workplace or as a company, is the return. We have less drama, and more satisfaction (we have been voted one of the top small firms to work for in Central Texas), and consequently when we have attrition due to moves or pursuit of different directions in a career, we can celebrate a departure. Not because we are glad a person has gone, but because we have been so positively impacted by those who leave us to go a different direction in life.