Getting to Values

7/29/2019 Getting to Values

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Copyright 1998 Values Technology

Munich ValuesSeminar


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What man actually needs is not a tensionless statebut rather the striving and struggling for a

worthwhile goal, a freely chosen task. What he needs

is not the discharge of tension at any cost, but the call

of a potential meaning waiting to be fulfilled by him "

Victor Frankl, Man's Searchfor Meaning


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Excellence through Values sincethe time of Aristotle.

Values Measurement gives more

Power to culture and Leadership.


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These 3 are always linked.

Knowledge is the element that

gives worth to our products

and services.


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Products & Services

Knowledge

Relationshi s

Management

Processes

Values

Principles & Beliefs

for Success


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Values are ideals thatgive significance to

our lives through ourpriorities.


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Consider any great corporation-- one that has

lasted over the years -- I think you will find

that it owes its resiliency not to its form of

organization or administration skills, but to

the power of what we call beliefs and the

appeal these beliefs have for its people."

Thomas Watson, Sr. Founder, IBM


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1

H

1.00797


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Document Analysis

Individual Reports

Group Reports


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"Leaders need to be concerned with

the institutional value system

which, after all, leads to the

principles and standards that

guide the practices of the people in

the institution. Max DePreeLeadership is an Art


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MakePersonalValues Explicit

Link Values to Decision Making

Values and Personal Leadership


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1

1.Values

Priorities

Reports

2.Report on Ethical

&

Leadership Style

3.ValuesMaps

Reports

2

4.Entrepreneurial

Creativity

Report

5.Skills &

Capability

Reports

7.

360 Report

Vision &Action Plans

3


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Maintain Team EfficiencyTeam Development

Selecting Proper Team


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Organizations intent on building shared

visions continually encourage members to

develop their personal visions. If people dont

have their own vision, all they can do is sign

up for someone elses.

Peter SengeThe Fifth Discipline


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Preparing Local

Leadership

Team

Leadership

Coaching &

EducationGroup Education

& Customer

Audit Review

Team Consensus.Team tracks.Behaviors

.TargetsStrategic Alignment

.Knowledge Sharing

.Inter-Team Work

Deploying Values &

FacilitatingEmployee

Commitment

Committing to Team

Values, Principles &

Strategy

Viewing the Reality

125 Individual

125 Q Group Audit

Dynamic Teaming: CustomerFocus, Groups & Document

Analysis

Aligning to a Partnering-Learning Culture

Making the Tacit Explicit


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"Our study of nearly 1,500 executives

and managers provides solidevidence that shared values between

the individual and the company a

major source of both personal and

organizational effectiveness."

Warren Schmidt & Barry PosnerAMA Survey report 1983


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Personal values coaching (see Individual Coaching)

Looking at the capabilities and qualities of team

leadership

Background on the stages of group development

Roles of team members

Using values in group development

How to construct a viable team and run regular team

meetings.

Beginning and ending team meetings

Using values metrics to monitor team performance

Principles of Dynamic Teaming


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Consensus

Alignment

Dynamic Teaming


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Clarify what the operational values of the organization

are at different levels.

Identify what the underlying Principles or values tracks

are that tacitly functioning in the organization.

Identify what the gaps in the organization in order to

conduct internal alignment strategic organizational

planning, and to guide stakeholders in coming to a

consensus of values of the organization.

Collect data to aid in the process of creating a vision,

mission and Strategic statement to assist management

in creating business strategies.

Collect data for acquisition planning.

Develop global processes of cultural alignment.

Align strategy (behavior) with values (desired goals).


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"A Corporate culture will enhance a firm's long-

term economic performance if managers care

deeply about their customers, their stockholders,and their employees. With this value system,

satisfied employees will be directed and

encouraged to produce products that their

customers really want, and to do so using

financial assets.John P Kotter & James L. Heskett

Corporate Culture and Performance


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63-item questionnaire with custom demographics & other

values-coded questions

1.

Values List

2.

Values DistributionMap

3.Group Distribution

Tables

4.

Group OrientationTables

5.

Corporate Report

6.

Values PrinciplesTrack Report

7.Values Strengths

& Weaknesses

8.

Acquisition GapReport

Administrative

Groups

Business

Units

Regions

Countries


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Preparing Local

Leadership

Executive &

Leadership

Coaching

AuditRegions/Languages

Business Unit &

Management Level

Consensus.Corporate

.Region & BusinessUnitsStrategic Alignment

.Policies & Practice

.Team Development

.Geographic Units

Deploying Values &

Facilitating Employee

Commitment

Committing to Values,

Principles, Vision

Mission & Strategy

System MetricsSetting the Strategy

Locally-drivenassisted

education

Discovering

the Identity:

Tracks & Gaps

Task Group helps build

Corporate-wide Identity &

Mission Statements

integrating Vision, Values

& Business Strategy

125 Individual &

360 Audit

63 Q Group Audit

Executive Group &

Organization-wideAudit(s)

Aligning to a Partnering-Learning Culture

Making the Tacit Explicit


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Business performance in all parts of the organization

Improves the quality of life and working conditions of employees

Makes an ethical statement by improving the quality of life of

customers and the community at large.

Developing a simple vision and mission statement n for the

organization as a whole. This would include directives on how to

integrate this into annual business planning.

Clarifying blocks to the vision and strategies to overcome them

Design and execution of a plan to deploy this information at the

local level.


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Values Integration

Personal Values

Coaching

Values

Differences

Comparative

Group

Information

Corporate ValuesDocument Analysis &

Corporate

Values

Consensus

Values/

Behavior

Gap

Executive

& Team

Alignment

Policy &

Business

Practices

Compensation

Issues

Employee

Education

Measuring Alignment

Alignment


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"Every excellent company we studied is

clear on what it stands for, and takes theprocess of value shaping seriously. In

fact, we wonder whether it is possible to

be an excellent company without clarity

on values and without having the right

sorts of beliefs."Tom Peters & Bob Waterman, Jr.

In Search of Excellence


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PersonalValues Valuing

Building

Relationships

Value-Added Valuation

Economic

Value

Knowledge

Teams

Human 125 Values Measure Monetary Measure

KnowledgeCreationMeaning

Documents

Getting to Values