Toyota, a Directed Action client, recently published a video with the iconic Jane Goodall about her organization’s Roots and Shoots program. I recommend watching the whole video but in summary, it’s a spectacular illustration of how large companies can think about their impact and philanthropy. When a company can clearly articulate their values and their mission, the positive impact soars for the company and the people around them. This video struck a chord because not only do we work with Toyota on their strategic objectives but one of Directed Action’s philanthropic causes is WIJABA, which supports the Jane Goodall Institute.
While the connection between these three organizations is a coincidence, the strategic thinking that led to the collaboration between them is, in fact, the result of very deliberate decisions to align values with business imperatives.
Why Toyota and Roots and Shoots?
In the video, Dr. Goodall demonstrates unwavering optimism in the face of the climate crisis and environmental decay. By teaching students that each individual can make a difference, and making that difference starts with respect – of nature, of animals, and of fellow human beings – those students grow up to be in positions of power and have the ability to execute on those ideals.
You may wonder what that program, which started in Tanzania and now has chapters globally, has to do with Toyota. Kevin Butt makes that clear when he says, “Educating young people is near and dear to my heart, and it’s also a part of Toyota’s long term strategy.” Kevin admits that the product that his company sells has actually contributed to climate change and for that reason, they have a responsibility to make a change in how they do business. Supporting Roots and Shoots shows that responsibility in action. He also says he hopes that the students that take part in the Roots and Shoots program will become future leaders of Toyota.
By being able to clearly articulate a problem, and his company’s role in that problem, Kevin as an executive is empowered to find and support an elegant solution.
How did Toyota get here?
I mentioned that Toyota is a Directed Action client and as such I have worked with their executives for years to design strategies that align with their company objectives. As part of their company culture, they promote values that are important to their customers and employees and, importantly, to the future of their business.
Companies are learning about the importance of aligning their philanthropic values with their business objectives. When companies don’t have clear alignment, the strategies and execution gets muddled and impact is diluted.
Now, when work is competing with personal fulfillment it is more critical than ever to engage talent not only around creating and revising company values but also living those values on a daily basis.
So, while Directed Action has been a component of Toyota’s strategic transformation in the One Toyota initiative, one of the reasons we were even selected as a vendor was because of the alignment of our values with Toyota’s.
Where the values intersect
Directed Action has several pro bono causes that we support. I’ve talked before about The Association of Catholic Student Councils and the Los Angeles Area Chamber of Commerce. Another organization we support is WIJABA. The World is Just a Book Away (WIJABA) is a registered 501(c)(3) non-profit organization based in Santa Monica, CA that seeks to build leaders for the future by empowering children to change their own lives and communities through books, libraries, and educational programs.
WIJABA has partnered with local communities to build more than 100 libraries at primary schools and orphanages in Indonesia, Mexico, and the United States.
These libraries often provide children with their only access to books. They also serve as centers for WIJABA programs ranging from environmental education, health, and art, to student-led leadership programs. According to Dr. Jane Goodall, “WIJABA libraries are very obviously making a huge difference to hundreds of children. Just watching the way the children pick up the books and read them, and the expression in their eyes and their excitement, makes everything worthwhile.”
Aligning Vision with Values with Vendors
What makes these connections so interesting to me is how they illustrate how having a strategic plan and vision makes these kinds of connections happen organically.
Toyota’s vision is to “lead the future mobility society, enriching lives around the world with the safest and most responsible ways of moving people.” In order to accomplish this vision, they need a strategy which includes re-envisioning the future of mobility, what it means for their current manufacturing and automotive operations, and what business operations are needed to support it.
Within the vision and strategy are strategic objectives, including the One Toyota initiative which made large changes in the organization to facilitate decision making and enhance customer experience.
Directed Action supported Toyota in that move to Plano and we were selected as a vendor because our consultants have the skills and experience to drive strategic transformations. In addition, our values align with those of Toyota. When Kevin Butt says that educating children is something he cares about AND it’s a strategic move for Toyota, we understand how those two things align and complement each other because we seek out projects and clients that align with our values as a company.
We also look to support organizations that can benefit from our strengths as an organization, to deliver strategy, engage stakeholders, streamline processes, and execute projects to a successful conclusion. When we see that the Jane Goodall institute is a stakeholder for WIJABA and is also a stakeholder for Toyota, we know everyone is doing their job right.
How to align philanthropic values with business objectives
In order to make sure that your company is “doing it right” there are a few things you need to have in place to ensure alignment between your values, your actions, your philanthropy and your other stakeholders.
- Establish strong clear values. Before you can align your company actions with your values, you need to actually establish those values. Companies that think they have strong values but, in fact, do not get engagement and buy-in from staff end up with a weak vision and limited impact. Taking the time to review and revise company values will yield greater results for both external and internal communications.
- Communicate your values. A list of inspirational words in the employee handbook or on the wall at company HQ is not enough for clear and transparent communication about your values. You need to establish how you will communicate them and how frequently to ensure they are embedded in the company culture.
- Empower your employees to take action based on those values. Training may be necessary for imparting company values but it is not sufficient. Managers and leaders need to model company values and be recognized for taking action that supports them. This is especially important when the company values seem to come up against business objectives. Take Kevin’s example above where he acknowledges the automotive industry’s role in climate change. Rather than being a taboo subject, he brings it up in a One Toyota video as a means of describing the urgent responsibility Toyota has to be part of the climate solution.
- Revise and Revisit those values to ensure alignment. Toyota’s vision about leading the future mobility society is likely not the same as it was 85 years ago when the company started or even ten years ago. Just as your business needs to respond to the realities and problems facing your customers today, so too do your values.
- Create with your future workforce in mind. One of my favorite parts of the video is when Kevin Butt mentions that he hopes some of the students that participate in the Roots and Shoots program become leaders at Toyota someday. Yes, it would be a great story. But more importantly, it would mean that they are getting talent that understands their mission and vision, while bringing the compassion and respect that the program teaches for nature and for each other. Who wouldn’t want to work for and with a workforce like that?
These are just some introductory tips to get executives started thinking about their current culture and values and whether they align with their business objectives. In large companies, establishing values, communicating them, and ensuring alignment with company objectives and goals is a huge undertaking. That’s why companies like Toyota get outside help. Directed Action has helped companies like Toyota manage complex problems and facilitate large scale transformations for decades. If this resonates with you or you need guidance on your next big transformation, get in touch with us.