By: Cathy Light, CEOHRATV Conference – April 12, 2012
Setting the Foundation is key to Leader’s Setting thePace What do “Shared Values” mean to your company? What skills, behaviors and attitudes are required toinspire Shared Values? What is your Personal Leadership Brand? Two primary qualities for displaying a passion for work What role does your presence play? What message areyou sending? Action-Oriented Exercises – It’s All About You!
A healthy culture, with ethics and integrity, isa doctrine that provides an environment wherepeople believein their leadersin their words and in the organization.
Culture reflects the personality of the organization.A healthy culture provides meaning direction purpose and clarityThese unifying forces stimulate the collectivewisdom and energy of everyone in an enterprisetowards it’s highest vision and achievement.
A culture is not just a set of Shared Values. It ishow the values are interconnected and integratedinto the working operations of the organization.Most leaders have a defined set ofvaluesfor their organizations…The real challenge lies not in simply articulatingvalues and placing a plaque on the wall, but inhow to actually make those values come alive.
Successful leaders possess these traits : Integrity and honesty Empowering leadership Openness and trust Teamwork and mutual respect Caring Openness to change Quality, service and a customer focus Respect for the individual and for diversity Winning and being the best Innovation Personal Accountability A “can-do” attitude Balance in Life Community involvement and social responsibility
Shared values can be integrated into everyfunction—from hiring and job orientation, tocompensation and bonuses, to reviews andpromotions, to mergers and acquisitions.Set the expectations — those who are livingthe values, but not meeting expectations may begiven another chance, along with training andguidance.Expectations become the “normal” way at theoffice.
Most leaders agree that in thisincreasingly complex global marketplace,organizations cannot compete asempowering high-performanceenterprises without building a healthyculture of winningShared Values
Leaders and their organizations see the payoff in workattitudes and performance by:Fostering strong feelings of personal effectivenessPromoting high levels of company loyaltyFacilitating consensus about key organizational goals andstakeholdersEncouraging ethical behaviorPromoting strong norms about working hard and caringReducing levels of job stress and tensionFostering pride in the companyFacilitating understanding about job expectationsFostering teamwork and esprit de corps !
Companies with a strong corporate culture basedon shared values, outperform other firms by a hugemargin:Their revenue grew more than four times fasterTheir rate of job creation was seven times higherTheir stock price grew twelve times fasterTheir profit performance was 750 percent higher !- The Leadership Challenge 2002
12Exercise # 1– Shared Values MessagingExerciseWhat are three ways you show values alignment?What would you like to see in others?
A leadership brand conveys your identity anddistinctiveness as a leader. It communicates the value you offer. A strong personal leadership brand allows allthats powerful and effective about your leadershipto become known to your colleagues, enabling youto generate maximum value.
The first thing to do is ask yourself what majorresults do I want to deliver at work over thenext 12 months? Customers Investors Workforce The Organization
List descriptors that balance the qualities youhave naturally and those that are critical toleadership success. What are the traits thatsomeone in this role should exhibit? Hint – visualize a leadership poster – whowould be in it; what do you like about them;etc. Examples: collaborative, deliberate, strategic,independent, innovative, results-oriented,
Combine those descriptive words into threeword-phrases that reflected your desiredidentity. Build a deeper, more complexdescription Example:* Independently innovative* Deliberately collaborative* Strategically results-oriented
Pull everything together in a leadership brandstatement that makes a “so that” connectionbetween what you want to be known for andyour desired result. “I want to be known for_________ so that I can deliver _________” Example: “I want to be known for beingindependently innovative, deliberatelycollaborative and strategically results-orientedso I can deliver superior financial outcomes formy business.”
Ask yourself the following four questions:1. Is this the brand identify that best representswho I am and what I can do?2. Is this brand identity something that createsvalue in the eyes of my organization and keystakeholders?3. What risks am I taking by exhibiting this brand?4. Can I live this brand?
1. Ensure the leadership brand you advertise isreflected in your day-to-day work. Do you seeyou as you wish to be seen? For example, if yousay you are flexible and approachable – doothers agree?2. Create your brand and share it with others –invite feedback.3. Your leadership brand isn’t static – it shouldevolve in response to the different expectationsyou faced during the evolution of your career.
We don’t have to ask who theleaders are.We recognize them throughtheir body language.They exude an energy androle-modeling authority thatinspires the commitment,cooperation, and best efforts ofothers.22 We also recognize them through their clear speechand presentation of ideas.
This passion includes two primary qualities:Communicating with energy and role-modelingauthority – increasing leadership PRESENCEthrough your style.Communicating your message clearly so thingsget done – sharpening the FOCUS andORGANIZATION of your message.
When leaders know how topresent themselves andtheir material with the besteffectiveness, when styleand content work welltogether, others recognizereal passion for the work. This leadership behaviorinspires others andstimulates the mosteffective kind of teamwork.24
1. Leaders know their material and their purpose2. They pinpoint the critical issues and know how toapproach them communicating decisiveness in anysituation.3. They find common ground with others and makepersuasive arguments for their position. They’resensitive to what others need to hear and know.
5. They have the facts but don’t overwhelm others by simply listingpoints and expecting their audience to figure out what’s important.In meetings or speeches, they use visual aids appropriately toclarify key issues. And their language signals with visual clues arealigned so the ideas are easily comprehended.6. Well-organized leaders also listen to others and are able toincorporate others’ views into their own position.7. Leaders know how to introduce and close a subject so it’s clearwhat they expect of others.8. Leaders focus on results and relationships, always organizing whatthey say to get results while creating productive relationships.
1. Leaders with presence usually walk briskly, with asense of purpose. Their attitude is outward – notinward, and they’re aware of their surroundings.2. They stand straight with arms relaxed by their side butcan move easily into an audience when appropriate.3. Nothing is tentative. They demonstrate the importanceof their message, their mission, by being decisive andwell prepared.4. They project an attitude of positiveness about theirown abilities that may border on arrogance but othersnever worry because they show they can handle anyissue.
28Exercise #2 – Displaying a Passion forWorkWhat are 3 things you like about your job? Nextto each comment, how do you show passionabout it?