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Off the wall and into hearts and mind: Actions to make organization - - PowerPoint PPT Presentation
Off the wall and into hearts and mind: Actions to make organization - - PowerPoint PPT Presentation
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
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Welcome
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Introduction
Teamwork Optimism Persistency Persistency Excellence Walk my talk My parents’ legacy
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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?
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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
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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.
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Why values matter
The notion of TRUST is essential in realizing values and values-based realizing values and values-based leadership
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Why values matter
Beyond the dynamic/competitive environment of today’s
- rganizations, and because of the
complexity of today’s organizations complexity of today’s organizations consisting of multicultural and multigenerational professionals,
- rganizations will have a complex of
values
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Why values matter
Rather than let these conflict,
- rganizations 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
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Reasons for value-driven management
Diversity Globalization Cost pressures Teamwork Entrepreneurship Ownership Cost pressures Virtual work Strategic alliances Ownership Competitive, 24- hour media
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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
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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
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And now what?
Selection of the core values for an
- rganization 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
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Actions
Communicate Walk your talk Model personal behavior Model personal behavior Be specific Reward and recognize Coach
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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
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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
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Case studies
The story of the “new” ATIA The script The reality The reality The successes The opportunities Collaboration, coordination & TRUST
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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”
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Criteria for Performance Excellence
Leadership Strategic Planning Customer Focus Measurement, analysis & Knowledge Measurement, analysis & Knowledge Management Workforce Focus Process Management Results
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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
- rganization’s values?
How do senior leaders create an environment for organizational and workforce learning?
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TRUST in action
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Exercise
How do senior leaders set
- rganizational vision and values?
How do senior leaders’ personal actions reflect a commitment to the actions reflect a commitment to the
- rganization’s values?
How do senior leaders create an environment for organizational and workforce learning?
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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
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In closing
Increased awareness Commitment Employee integrity Employee integrity Open communication Improved decision making Reduced unethical conduct
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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)
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