EVPs can be incredibly powerful, but only if you actually understand what they are.
At its heart, a company’s EVP is an idea of how a company does what it does. Is it chaotic or structured? Is it flat or hierarchical? Are people encouraged to make mistakes or punished for deviation from the norm? 8 hours a day or 12? Collaboration or back-stabbing? Is it transactional or purpose-driven? Does it feel like seven angry cats in a bag or a dance troupe about to take the stage? Is it all about the journey or are you only there for the destination?
And that’s usually where such conversations around EVPs end. But there’s one more chapter to the book most of us fail to mention. That chapter might be entitled, “It’s not that simple.”