“Off the wall and into hearts and mind: Actions to make organization values a living thing” Joyce Bartels-Daal
Program � Welcome and introduction � Why values matter � Reasons for value-driven management � And now what? � And now what? � Actions � Case studies � Exercise � In closing
Welcome
Introduction � Teamwork � Optimism � Persistency � Persistency � Excellence � Walk my talk � My parents’ legacy
Why values matter � Talking about value has become an industry � It is the opinion that people after � It is the opinion that people after decades of greed are seeking the meaning of life � So what does that have to do with business?
Why values matter � Business is about delivering goods and services and making a profit! � Is business ethics an oxymoron? � NO! � NO! � Values have a pragmatic place in the business world because of the many changes we experience
Why values matter Values are increasingly important in a dynamic and competitive environment, as they provide environment, as they provide intrinsic steering, employee engagement and customer excellence.
Why values matter The notion of TRUST is essential in realizing values and values-based realizing values and values-based leadership
Why values matter Beyond the dynamic/competitive environment of today’s organizations, and because of the complexity of today’s organizations complexity of today’s organizations consisting of multicultural and multigenerational professionals, organizations will have a complex of values
Why values matter Rather than let these conflict, organizations should build on that diversity and build complementarity diversity and build complementarity for flexibility. Every leader/manager needs to develop the “soft skills” of value – driven management
Reasons for value-driven management � Diversity � Teamwork � Globalization � Entrepreneurship � Cost pressures � Cost pressures � Ownership � Ownership � Virtual work � Competitive, 24- hour media � Strategic alliances
And now what? � Talking about values is hard work because the meaning is subject to interpretation interpretation � Consider starting with a few basic values appropriate to your business � The lowest common denominator is the law, a logical place to begin
And now what? � Make a list of laws, regulations, and procedures applicable to your business � This (short) list may lead to the next level and suggest ideas about what’s moral, and suggest ideas about what’s moral, ethical and valued � A discussion of values leads to questions about how this works in your corporate culture
And now what? � Selection of the core values for an organization should be guided by three words: test, test, and test three words: test, test, and test � If employees at all levels don’t respond positively to the values emphasized, chances are the efforts will be fruitless
Actions � Communicate � Walk your talk � Model personal behavior � Model personal behavior � Be specific � Reward and recognize � Coach
Actions � Don’t oversell the process � Keep it real! � Encourage people to identify gaps between values and behavior between values and behavior � Walk your talk � Share experiences � Only person you can change is yourself
Actions � Practice, don’t preach � Consistency counts � Use whatever helps you stay focused � Use whatever helps you stay focused � Share wins and challenges � Mind, body and soul � Do not take yourself too seriously
Case studies � The story of the “new” ATIA � The script � The reality � The reality � The successes � The opportunities � Collaboration, coordination & TRUST
Case studies � Florida Sterling Council � Governor’s Sterling award � Criteria for Performance Excellence � Criteria for Performance Excellence � Role models for performance excellence � “A great , competitive place to work”
Criteria for Performance Excellence � Leadership � Strategic Planning � Customer Focus � Measurement, analysis & Knowledge � Measurement, analysis & Knowledge Management � Workforce Focus � Process Management � Results
Leadership � How do senior leaders set organizational vision and values? � How do senior leaders’ personal actions reflect a commitment to the reflect a commitment to the organization’s values? � How do senior leaders create an environment for organizational and workforce learning?
TRUST in action
Exercise � How do senior leaders set organizational vision and values? � How do senior leaders’ personal actions reflect a commitment to the actions reflect a commitment to the organization’s values? � How do senior leaders create an environment for organizational and workforce learning?
In closing � Choose to do the right thing � Businesses without values are at risk: talented personnel is more difficult to recruit to recruit � Due diligence process � Employee morale
In closing � Increased awareness � Commitment � Employee integrity � Employee integrity � Open communication � Improved decision making � Reduced unethical conduct
In closing “Values are not just words, values are what we live by. They're about the causes that we champion and the people we fight for.” the people we fight for.” Senator John Kerry quotes (American Senator, b.1943)
Contact information � Joyce Bartels-Daal � Aruba Trade & Industry Association � joyce@atiaruba.org � joyce@atiaruba.org � joycebartelsdaal@gmail.com � Facebook � Linked-in � 297-593-5503
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