Defence

Feature

Values in Defence

Over the past several years, organisations around the world have adopted formal statements of corporate values. Defence is no exception.

Defence has a framework of values that reflects the long traditions and distinctive identities of the Navy, Army, Air Force and the Australian Public Service (APS).

Without diminishing the existing single-Service and APS values, or their use, specific Defence values have been established to provide a common and unifying thread for all people working in Defence. The challenge that Defence faces is to embed its values and ensure that these values help shape the behaviour of our people.

This challenge is high on the list of priorities for the Chief of the Defence Force (CDF), Air Chief Marshal Angus Houston, and the Secretary, Ric Smith.

"In Defence our values are explicit: professionalism, loyalty, integrity, courage, innovation and teamwork. Although these values have been around for several years, I think there is evidence of a lack of awareness—they could have been more effectively communicated to the wider Defence community," the Secretary said.

"Both CDF and I are committed to ensuring that Defence is recognised as a high-performing and caring organisation. To achieve this, we need to be an organisation built on values, and these values should guide us in how we behave.

"Values are an important component in guiding organisational behaviour. They are linked to Defence's purpose, and enable us to understand how we contribute to Defence's goals."

Values are useful because they provide a common and unifying thread for all people working in Defence, regardless of where they work in the organisation.

"They encompass common good principles that can be used in the workplace, such as consideration for others, respect for rules of laws and duty towards an organisation," the Secretary said.

There are three main ways in which values impact on Defence outcomes: firstly, through the alignment of values with community expectations of Defence; secondly, the way in which values underpin corporate culture and contribute to achieving organisational goals; and lastly, the extent to which serving ADF members and APS personnel are able to align their personal values to the organisation's values.

Values-based behaviour is about individuals at all levels in Defence being prepared to accept responsibility and accountability for their actions, and to think clearly about the consequences of their actions for Defence. Importantly, values underpin policy and strategy, and reflect Defence's relationships with government and the Australian community.

"The Secretary is correct—values provide the foundation of who we are and what we stand for as an organisation," the CDF said. "They help us set the standard on how we should behave; whether as leader or as follower. But we need more than just words, we need to see values in action."

Values-based behaviour incorporates a responsibility for supervisors to manage staff appropriately by providing tighter and more directed feedback so that performance can be improved. Organisational values must be owned and embraced by individuals and peer groups. They need to reflect the broader community's values and they have to contribute to organisational performance.

"On a personal level, the Defence values of PLICIT provide me with a good framework on how I should command the ADF. The characteristics of professionalism, loyalty, integrity, courage, innovation and teamwork should resonate not only through the organisation as a whole but also on an individual level. Indeed, the way we work is just as important to us as the work we do," the CDF said.

"An example of this is when I talk to the men and women who serve on operations. When looking at their performance and leadership, I relate it back to the PLICIT framework—I have seen great examples of how innovation and creativity have led to empowerment and dedication to the job, subsets of loyalty and teamwork.

"Let me reiterate that our values are all about behaviour. The wrong sort of behaviour can be very destructive to an organisation, but the right sort of behaviour can be very productive and constructive."

The real challenge that Defence faces is to embed its values into its culture, and to ensure that these values shape the behaviour of all people who work in Defence.

"This is why the Secretary and I have stressed to the Senior Leadership Group that they must lead by example and demonstrate values-based behaviour. Having said that, we also believe that this behaviour should become the norm at all levels of the organisation, not just among the senior leaders," the CDF said.

"Even if you're a Private or at the APS2 level and currently not in a leadership position, you may be one day. Use PLICIT as your framework on how to behave—towards others and how you expect people to behave towards you.

"During my tenure as CDF, I will invest a great deal of personal effort in ensuring that our values are at the heart of the way we do our business in Defence, and most importantly that they are a non-negotiable point of reference to guide us in the way that we behave.

"Our culture in Defence needs leadership at all levels—people who will lead by example. Our men and women—service and civilian—need to pursue active leadership that is open and accessible, a style that cares for and looks after people. But they also need to be assertive, decisive and have the ability to make difficult decisions.

"Within Defence, we sometimes have a tendency to work within stovepipes. Teamwork needs to occur across boundaries. Leaders need to empower their staff, not micro-manage. Tell them what we want to achieve and let them deliver the results. Empowerment delivers innovation, and it helps cultivate leadership.

"I keep saying it—because it is important: lead by example, project through action. Work so that everything you do and everything you say shows that you are values-based."

More information on Values is online at http://intranet.defence.gov.au/cpa/manual/cgr/values/default.htm.

Compiled by Bronwyn Madge.

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