Training Industry Magazine - November/December 2020 - 45

organization. Under the guidance of
the organization's chief people officer,
employees were invited to participate
in a values-based culture summit where
they were tasked with identifying the
values and behaviors they felt would
unify the university. At the conclusion of
the summit, over 90 listening sessions
were facilitated, so all employees could
engage in the development of our
values-based culture. From this process,
five values and 23 behaviors were
defined as the pillars that allow us to live
the vision of transforming health care
through innovation and collaboration. Of
the five values identified, going beyond
service aspires to create and deliver
positive defining moments by:
* Anticipating the needs of each
individual and responding with a
generous heart.
* Investing in the well-being, safety and
success of all by going the extra mile.
* Being solution-oriented, and creating
the pathway to win-win resolutions.
* Delivering excellence in everything
we do.
Living beyond service at the TTUHSC
has created many examples of
employees going above and beyond
for their peers. Recently, a supervisor
reached out to the training department
requesting assistance with fostering
greater accountability among their team.
Initially, the supervisor requested the
development of a tool they could use.
However, instead of providing a single
tool and wishing the supervisor well,
the training team anticipated the needs

of this leader and not only provided
a tool but created a series of training
solutions. As the supervisor delivered
the solutions to their team, the training
team stayed in regular contact, taking
on a coaching role. The beyond-service
value was demonstrated by the training
team's investment in the supervisor and
team. They remained solution-oriented
and delivered excellence, allowing
their influence to grow throughout
the organization.

LIVING YOUR VALUES
As a learning and development (L&D)
professional, you play an important role
in bringing organizational values to life.
Defining the values of your organization
requires terminology that aligns with
your industry and organization. We
all bring our own perspectives and
expectations to the workplace. Often,
we assume that employees view an
action or behavior the same way we do.
When we don't see a behavior enacted
the way we assume it should be, conflict
can emerge. To avoid this, it is important
to establish a shared understanding of
what it looks like to live beyond service.
The first step is identifying key words
that define living beyond service for
your organization.
At the TTUHSC, we used the following
keywords:
A NTICIPATE
I NV EST
SOLU TION- OR IENTED
E XC ELLENCE

We then developed a shared
understanding by focusing on each
keyword, asking employees within
departments and teams to answer the
following questions:
A NTICIPATE : What does it look like
to anticipate the needs of others on
our team?
INV EST: As an individual or team,
how can we invest in the well-being
of each other?
SOLU TION- OR IENTED: How will
we challenge each other to remain
focused on solutions?
E XCELLENCE : What does excellence look like to us? How will we
know we have delivered excellence
in our actions?
Then, a summary document was provided
to each participant. The answers
provided defined key behaviors the team
felt would help them live the beyondservice value. The team then revisited
this list on a monthly basis to check in
and discuss whether any changes were
necessary. With an activity like this, trial
and error is acceptable, as long as teams
can agree to be open to change.

IMPACT OF GOING BEYOND
SERVICE ON LEADERSHIP
For the past 30 years, research has
shown that shared values within
an organization lead to improved
organizational citizenship behaviors.
However, to achieve this, organizations

T R A I N I N G I N DUSTR Y MAGAZ INE - L& D'S ROLE IN CHANGE MANAGE ME NT I WWW. T RAININGINDU S T RY . C OM/ MAGAZ I NE

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https://www.ttuhsc.edu/human-resources/values-based-culture.aspx https://onlinelibrary.wiley.com/doi/full/10.1111/puar.13141 https://www.trainingindustry.com/magazine

Training Industry Magazine - November/December 2020

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