Respect
The document says feedback should be delivered with empathy and respect without compromising the message.
Independent reconstruction / S8 / Reviewed
MECCA's Living Values 2024
Five published values with examples of what each value is and is not, including respect, responsibility, wellbeing and sustainable effort.
Scope: Workplace values described for team members
This page was written by Inside MECCA. It is not an official MECCA document, a copy, an extract or a downloadable substitute for the source.
Independent editorial reconstruction
The document defines five behavioural values and sets boundaries around conduct that should not be justified in their name.
The wording below is a research paraphrase created by Inside MECCA. It should not be read as MECCA's wording or as proof of an official, current or universally applied process.
To describe expected workplace behaviours and clarify conduct that is inconsistent with each value.
- All team members
- Managers and leaders
- Performance and growth conversations
- Deliver feedback with empathy and respect
- Value different perspectives
- Support team wellbeing
- Avoid unreasonable or unsustainable requests
- Act when something is not right
- Treat others with respect and courtesy
- Take responsibility
- Bring positive energy without pretending difficulties do not exist
- Work collaboratively
- Take care of wellbeing
- Performance & Growth cycle
- Behavioural expectations
- Feedback conversations
No fixed review interval is stated in the document.
- Respectful and inclusive conduct
- Honest feedback
- Shared accountability
- Sustainable work practices
- Employee wellbeing
- Acting when something is not right
Wellbeing
It distinguishes doing whatever it takes from overwork, burnout and unreasonable requests.
Speaking up
Taking responsibility includes acting when something is not right.
- How were the values communicated and modelled?
- Were difficult conversations handled with empathy and respect?
- Were workload and wellbeing boundaries observed?
- Could employees act on concerns without negative consequences?
01Publish
Define values and boundaries
02Communicate
Explain expected behaviours
03Apply
Use in day-to-day management
04Assess
Reference in performance and growth
More evidence can be linked as it becomes available
That may include an authenticated version, implementation records, meeting notes, training material or an organisational response.
Experience is assessed separately from policy
Contributor accounts are not merged into the organisational source. They are coded, assessed and linked only where consent, relevance and source safety allow.
Where the evidence stops
This reconstruction does not authenticate a source or establish workplace practice.
It does not establish that any underlying material was official, current, mandatory, complete, distributed to employees or consistently followed. The original source is not available through this site.