The document describes an activity where participants trade cash and "ideal cards" representing values to become the richest. After reflecting on the values they ended up with and those that guide their behaviors, the document discusses value-based leadership, defining it as leading through one's own values while considering others. It provides steps for developing value-based leadership through self-reflection, balance, confidence, and humility.

1. Ideal cardsLEAD
- Amy & Phuong | hanoi reco 2014 -

2. Faci introduction

3. Session objectives
• Better daily teamwork by increasing mutual
understanding;
• Preparing for upcoming leadership opportunities
by improving self-awareness and applying value-
based leadership concept;

4. AN IDEAL MARKET
WHERE EVERYTHING CAN BE TRADED

5. Goal: to become the richest one
1 Everyone has equal initial cash ($1,000).
2 Ideal cards can be found randomly under chairs.
3 REMEMBER Anything can be traded! Cash for cash,
ideal cards for ideal cards, money for ideal cards,
ideal cards for money!
4 You must end up with at least $100 and 1 ideal card.
5 Limited time: 15mn

6. GAME.OVER

7. Talk to yourself
1 What do you have after trading? How much cash &
how many ideal cards are there?
2 Who is the richest in the room? 

8. Let’s Donate all of your cash
to poor kids who want to go
exchange but have no money

9. Room for reflection
1 Which values stay with you in the end? Do they
describe you?
2 Are you satisfied with what you’ve got? Would you
change anything if you could play again?
3 Which are top 3 core values that guide your
behaviors in life?

10. SHARING IS
CARING

11. valu
e

12. Life values inventory

13. Life values inventory
Examples:
- ACHIEVEMENT: Challenge yourself, work hard to improve.
Complete tasks, dislike lack of diligence.
- FINANCIAL PROSPERITY: Loves making investments,
pursuing business oportunities and fiscal growth.
- BELONGING: Important to be accepted & tof eel included.
Enjoys social interaction, identities with your group.
- CREATIVITY: Important to have new ideas or create new
things. Has need for self-expression.

14. How people
choose
formulate a
response
against a
situation ?
Intuition
| No base |
BELIEF
| Past experience |
Value
| Future |

15. Values are usually
a basis for group operation

16. Value-based leadership
leading by staying true
to one’s values

17. Values-based leaders are
selfless & driven by the needs of
others

18. Value-based leadership: Why ?
a firm
foundation in
times of
change and
uncertainty
Tackle
personal &
cultural
differences

19. How?
Value-
based
leadershi
p
Self-
reflectio
n
Balanc
e
Self-
confiden
ce
Humilit
y
Harry Jensen Kramer Jr.’s,
“From Values to Action: The Four
Principles of Values-Based
Leadership”

20. Value alignment: “shared
values”
Either stay with your team or pair up
1 Share your values to the team and listen from others.
2 What are the team shared values? If your team don't
have one, what should be?
3 Is there anything someone should change to fit with the
team & make teamwork more effective?

21. RECAP
• Each individual has a unique set of core values
which guide their behaviors.
• Values are usually used a basis for group operation.
• Value-based leadership is leading others while
staying true with one’s own values.
• Value alignment is essential for a highly performing
team.

22. Action steps
Note down
03 actions to develop
your value-based leadership