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    Turning point final_5_30 Turning point final_5_30 Document Transcript

    • www.turningpointstrategy.com | All Rights Reserved 1
    • Value-based LeadershipYour values, Your career, Your life.Much has been said about family values, corporate values, and thevalue systems that must be embodied by a leader.The term is ubiquitous in the leadership and management literature. Values giveleadership meaning when a person’s values answer the question:Working on values focuses on what the leader describes as the desired, broadconsequences related to his or her executive behaviors. Thus, leadership valuescan be assessed with questions such as,orThe answers to these questions guide3 the direction of the executivesprofessional (and perhaps private) life.Leaders are consistently given the message that they must produce results, andit is important that such goal-directedness be reinforced. However, goals aresomething to achieve in the future (either in the near- or distant- future) andvalues-oriented behavior can happen right now.www.turningpointstrategy.com | All Rights Reserved 2
    • Table of ContentsAll Great Leaders 5All great leaders live their lives the opposite of most. They live from 5Your Roots of Leadership 6Ability accepting access accomplishing accuracy achievement 6How would you define 7Your values are the things that you believe are important in the way you live andwork 7Tip: 9For example, 9Heading Cards Valued at: Always 5 - Often 8 - Sometimes 13 - Seldom 8 - Never5 16The Personal Values 19After placing each personal values card under the appropriate heading, place themin priority order. List them on this sheet below. Remember, you may only have asmany values under each heading as there are numbers. 19The Personal Values 20continued 20The Personal Values 21continued 21How to Use These Values 22Portland Executive Coach 23Diane Murray-Fleck 23www.turningpointstrategy.com | All Rights Reserved 1All Great Leaders - Living Opposite 5Your Roots of Leadership 6How would you define your values 7Defining your values 10-15Heading Cards - worksheet 16-18Personal Values - worksheet 19-21How to use these values 22Biography 23
    • This results in the body and soul breaking down in the form of :More StressMore ConflictMore WorryMore AngerMore BoredomDepressionAddictionAnxietyIn order to truly lead our lives, we must first look at the roots. The roots are the"why" of what you do. Leaders know why they do what they do. You may say itsmoney, for your children, because of love or necessity, but there is always adeeper value at play here. What is your purpose for getting up in the morning?Whether it be leading your career or leading your life, you must lead your lifefrom the inside out. People support you, want to help you and advance youwhen they know your "why". Why would your supervisor promote you, why wouldyour children communicate with you, why would your company listen to yourpolicy if you dont have a "why"? More importantly, how effective are you at work,if you dont have a deep sense of purpose for being there? Even if your solepurpose is the paycheck, gaining more money isnt simply a matter of workingmore hours. You must have a "why" that is rooted in what you value and workyour career and life from that point, outward. If you show up to work knowing youvalue growing and developing others, you will put your focus on listening andinspiring others to be inspired to grow. When you are that person at your work,you become seen as someone valuable that will be promoted, advanced andincrease your earning potential. But remember, the critical point in this equationwww.turningpointstrategy.com | All Rights Reserved 2
    • When you think:I will never:When you start with those thoughts, and believe them tobe true, what do they lead to? How are you in the world atwork or at home when you believe those thoughts?All great leaders live their lives the opposite of most. Theylive from the inside out. They are very clear on their "why".Despite external chaos, delays, deadlines, misbehavingchildren, work drama, leaders stay rooted in their corevalues and make their decisions based on those values sothey can stay psychologically flexible. Success andachievement are based on whether they have stayed inalignment with their values, not their to-do list and that issomething worth following. The choice to be a leaderrequires daily practice, and learning how to DIG towardsyour roots to create inspired changewww.turningpointstrategy.com | All Rights Reserved 3• Get A Raise • Lose Weight• Get Promoted • Fine A Partner• Be Seen As A Leader • Have Kids That Behave• Be Chosen For This Project
    • Deliberate: Get deliberate in your sense of purpose:I believe in _________________, and that is my sense of purpose and why I dowhat I do each day. Whether you are at the grocery store or in the board room,what is really at the core of why you believe you are here? Do you get up in themorning just to make it through the day? It probably shows. Do you get upinspire, connect, improve, develop, innovate or learn? That shows too.Intentional: Apathy, mediocrity, burnout, and negativity are given great energyand power when we keep our real purpose hidden.All leaders share their why and communicate that "why" with others. I use thephrase "Start as you mean to go." Start with your intention and let your actionsand behavior spring from there. If you intend to be a calm, approachable parent,start that way. If you intend to be an executive at US Bank, make more money,have more influence, start with the intended feeling of it, and be rooted in thatfeeling, and let your behaviors grow from there.Get: Get moving. Less goals, more inspired action. Less spreadsheets andtexting, more authentic communication.Set your goals for how you want to feel. The mere act of writing out your goals forhow you want to feel, increases the chance of successful outcome. The truth is,you cant control your inbox, your cell phone or the reactions of other people.Choose your thoughts careful and let your intention for how you want to feel bethe guidepost for your actions and reactions to situations.www.turningpointstrategy.com | All Rights Reserved 4
    • All Great LeadersLiving oppositeAll great leaders live their lives the opposite of most. They live frominside out. They are very clear on their "why". Despite external chaos, delays,deadlines, misbehaving children, work drama, leaders stay rooted in their corevalues and make their decisions based on those values so they can staypsychologically flexible. Success and achievement are based on whether theyhave stayed in alignment with their values, not their to-do list and that issomething worth following.The choice to be a leader requires daily practice, and learning how to DIGtowards your roots to create inspired change.DIG Your Way to Leadership:Deliberate: get deliberate in your sense of purpose: I believe in_________________, and that is my sense of purpose and why I do what I doeach day.Intentional: start with the intended feeling of it, and be rooted in that feeling, andlet your behaviors grow from there.Get Moving: Less goals, more inspired action. Less spreadsheets and texting,more authentic communication. Trade the habit of checking email for checking inon how you want to feel.Choose your thoughts carefully and let your intention for how you want to feel bethe guidepost for your actions and reactions to situations.www.turningpointstrategy.com | All Rights Reserved 5
    • Your Roots of LeadershipAbility accepting access accomplishing accuracy achievementAdvancing Agreement KindnessAlertness Aptitude SecurityAssembling Attentiveness GrowthAttitude Awareness CreatingBalance Beginnings VisionBelonging Cautiousness IntegrityChanging Clarity ServingCommitment Effectiveness ActionComprehending Completion CompassionRespectFulfillmentSatisfactionAcknowledgmentAffirmationAllianceAttainmentAttractingBeautyBuildingCharacterCompassionwww.turningpointstrategy.com | All Rights Reserved 6
    • How would you defineyour values?Your values are the things that you believe are important in the wayyou live and workThey (should) determine your priorities, and, deep down, theyre probably themeasures you use to tell if your life is turning out the way you want it to.When the things that you do and the way you behave match your values, life isusually good – youre satisfied and content. But when these dont align with yourvalues, thats when things feel... wrong. This can be a real source ofunhappiness.This is why making a conscious effort to identify your values is so importantHow Values-Based Leadership Can Help YouValues exist, whether you recognize them or not. Life can be much easier whenyou acknowledge your values – and when you make plans and decisions thathonor them.If you value family, but you have to work 70-hour weeks in your job, will you feelinternal stress and conflict? And if you dont value competition, and you work in ahighly competitive sales environment, are you likely tobe satisfied with your job?www.turningpointstrategy.com | All Rights Reserved 7
    • www.turningpointstrategy.com | All Rights Reserved 8In these types of situations, understanding your values can really help.When you know your own values, you can use them to make decisionsabout how to live your life, and you can answer questions like these:So, take the time to understand the real priorities in your life, and youllbe able to determine the best direction for you and your life goals.
    • Tip:Values are usually fairly stable, yet they dont have strict limits orboundaries.For example,When you start your career, success – measured by money and status – mightbe a top priority. But after you have a family, work-life balance may be what youvalue more.As your definition of success changes, so do your values. This is why keeping intouch with your values is a lifelong exercise. You should continuously revisit this,especially if you start to feel unbalanced... and you cant quite figure out why.As you go through the exercise below, bear in mind that values that wereimportant in the past may not be relevant nowwww.turningpointstrategy.com | All Rights Reserved 9
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    • Heading CardsValued at: Always 5 - Often 8 - Sometimes 13 - Seldom 8 - Never 5Job TranquilityAvoid pressure & “the rat race” in job role& work settingCompetitionEngage in activities which pit my abilitiesagainst othersAdventureHave work duties, which involve frequentrisk takingSecurityBe assured of keeping my job and areasonable financial awardPower & AuthorityControl the work activities or (partially) thedestinies of othersWork aloneDo projects by myself without any amountof contact with othersHelp othersBe involved in helping people directly,either individually or in small groupsPhysical challengeHave a job that requires bodily strength,speed or agilityWork relationshipsHave close working relationships withgroups; work as a team to common goalsChange and VarietyHave work responsibilities frequentlychanged in content and settingPrecision workDeal with tasks that have exactspecifications, which require careful,accurate attention to detailLocationFind a place to live (town, geographicalarea) conducive to my lifestyle, adesirable home base for my leisure,learning and work lifeHigh earnings anticipatedBe able to purchase essentials and theluxuries I wishArtistic creativityEngage in creative work in any of severalart formsAffiliationBe recognized as a member of aparticular organizationwww.turningpointstrategy.com | All Rights Reserved 16
    • KnowledgeEngage myself in pursuit of knowledge,truth and understandingMake decisionsHave the power to decide the courses ofaction, policies, etc. – a judgment jobAdvancementBe able to get ahead rapidly, gainingopportunities for growth and seniorityfrom work well doneInfluence peopleBe in a position to change attitudes oropinions of other peopleFriendshipDevelop close personal relationships withpeople as a result of work activityHelp societyDo something to contribute to bettermentof the worldMoral FulfillmentFeel that my work is contributing to idealsthat I feel is very importantExcitementExperience a high degree of stimulationor frequent novelty and drama on the jobCreativity (General)Create new ideas, programs, organizedstructures or anything else not followingformat developed by othersCreative expressionBe able to express in writing and inperson my ideas concerning my job andhow I might improve it. Have opportunitiesfor experimentation and innovationIndependenceBe able to determine nature of workwithout significant direction from others.Not have to follow instructions or conformto regulationsStatusImpress or gain the respect of friends,family and community by the nature and/or level of responsibility of my workIntellectual statusBe regarded as very well informed and astrong theorist. Acknowledged as anexpert in a given fieldExercise competenceDemonstrate a high degree of proficiencyin job skills and knowledge; show aboveaverage effectivenesswww.turningpointstrategy.com | All Rights Reserved 17
    • Fast paceWork in circumstances where there ishigh pace activity and work done rapidlyWork on the leading edge ofknowledgeWork in research and development,generating information and new ideas inthe academic, scientific, or businesscommunitiesWork under pressureWork in time-pressured circumstances,where there is little or no margin for error,or with demanding personal relationshipsCommunityLive in a place where I can meet myneighbors and become active in localpolitics or service projectsSupervisionHave a job in which I am directlyresponsible for the work done by othersAestheticsBe involved in studying or appreciatingthe beauty of things, ideas, etc.Public contactHave a lot of day-to-day contact withpeopleWealth accumulationHave a strong likelihood of accumulatinglarge amounts of money or other materialgain through ownership, profit sharing,commissions, merit pay increase and thelikeTime freedomHave responsibilities I can work ataccording to my own time schedule. Nospecific working hours requiresStabilityHave a work routine and job duties thatare largely predictable and not likely tochange over a long period of timewww.turningpointstrategy.com | All Rights Reserved 18
    • The Personal ValuesWorksheetAfter placing each personal values card under the appropriateheading, place them in priority order. List them on this sheet below.Remember, you may only have as many values under each headingas there are numbers.Always valued:1.2.3.4.5.Often valued:1.2.3.4.5.6.7.8.www.turningpointstrategy.com | All Rights Reserved 19
    • The Personal ValuesWorksheetcontinuedSometimes valued:1.2.3.4.5.6.7.8.9.Never Valued:1.2.3.4.5.www.turningpointstrategy.com | All Rights Reserved 20
    • The Personal ValuesWorksheetcontinuedSeldom Valued:1.2.3.4.5.6.7.8.www.turningpointstrategy.com | All Rights Reserved 21
    • How to Use These ValuesYour personal values are your deepestdriving force. If your life and your workare not in line with your values, yousimply will not be motivated. Thesame goes for your employees.Ask the following question after youhave done this exercise:Did any of my personalvalues surprise me?Was the process easy ordifficult?As I look at my life,especially my work life, isthere any congruencebetween what I say myvalues are and thestructure, focus andcontent of my current job?If not, what changes wouldI want to make.Do this activity with your employees. Itwill help them understand one anotherbetter. If you decide to do this as ateam, let them share their values withone another.Let them compare the “always valued”and "never valued” lists. See if youcan notice the differences andsimilarities.Let them give each other feedback.Remember there are no “better”values. Ask them not to judge eachother.If you understand the personal valuesof each employee, it will be so mucheasier to know what makes them “tick”www.turningpointstrategy.com | All Rights Reserved 22
    • Portland Executive CoachDiane Murray-FleckSo, you’ve reached a turning point. If you are here, it’s no longer an option tokeep going on the same old worn-out path. My clients come to me with all theyneed to achieve the life they have dreamed of. You don’t need to be analyzed,diagnosed or labeled. I have the tools, training, and expertise to join you on yourjourney and make your dreams, goals and ambitions a reality. I believe in results,and whatever your definition of success is, I will help you achieve it.If you have the courage to change and do some real work, it’s only fair that youknow a little bit more about who you’ll be working with. I am Diane Murray-Fleck,president of TurningPoint Strategies. Like many coaches, I have been doing thiswork all my life, but never had a name for it. I have a passion for helping peoplelive their best life but more than that, I have a passion for results…tangible,hardcore, visible results. I received my bachelors degree in Sociology andHuman Services in 1994 and went on to earn my Masters in Social Work fromSyracuse University in 1997. After many years as a social worker, I reached myown turning point. I became disillusioned working with clients that weremandated or unmotivated to really change and improve their lives. I needed towork with people who wanted to start moving towards success. That’s where youcome in. You’re ready, I know you are.Education/Associations:www.turningpointstrategy.com | All Rights Reserved 23BA Potsdam College, ’94MSW Syracuse University, ’97NASW, ’98Northwest Coaching Association, ’08International Coaching Academy, ’09NW Network Alliance
    • www.turningpointstrategy.com | All Rights Reserved 24Diane C. Murray Fleck, MSW, PCC“Live With Intention • Do What You Love”p: 503.957.4754w: Turningpointstrategy.come: diane@turningpointstrategy.com