Slide 1:Copyright © 1998 Values Technology Munich Values Seminar Signs of Excellence: Getting Started with Values


Slide 2:Copyright © 1998 Values Technology “What man actually needs is not a tensionless state but 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 Search for Meaning Values and Meaning


Slide 3:Copyright © 1998 Values Technology Excellence through Values since the time of Aristotle. Values Measurement gives more Power to culture and Leadership. The Values Factor


Slide 4:Copyright © 1998 Values Technology These 3 are always linked. Knowledge is the element that gives worth to our products and services. Values, Knowledge and Relationships


Slide 5:Copyright © 1998 Values Technology Knowledge Triangle


Slide 6:Copyright © 1998 Values Technology The Basics of Values


Slide 7:Copyright © 1998 Values Technology “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 Values and Beliefs


Slide 8:Copyright © 1998 Values Technology 1 H 1.00797 Values and Measurement


Slide 9:Copyright © 1998 Values Technology Document Analysis Individual Reports Group Reports Values and Measurement


Slide 10:Copyright © 1998 Values Technology "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 DePree Leadership is an Art Values and Leadership


Slide 11:Copyright © 1998 Values Technology Individual, Team and Organizations


Slide 12:Copyright © 1998 Values Technology Make Personal Values Explicit Link Values to Decision Making Values and Personal Leadership Individual and Executive Coaching


Slide 13:Copyright © 1998 Values Technology Individual and Effective Coaching (VMI)


Slide 14:Copyright © 1998 Values Technology Maintain Team Efficiency Team Development Selecting Proper Team Working with Teams


Slide 15:Copyright © 1998 Values Technology “Organizations intent on building shared visions continually encourage members to develop their personal visions. If people don’t have their own vision, all they can do is sign up for someone else’s.” Peter Senge The Fifth Discipline Values and Vision


Slide 16:Copyright © 1998 Values Technology Working with Teams (VMI)


Slide 17:Copyright © 1998 Values Technology Team Cascade Process Preparing Local Leadership Team Leadership Coaching & Education Group Education & Customer Audit Review Team Consensus .Team tracks .Behaviors .Targets Strategic Alignment .Knowledge Sharing .Inter-Team Work Deploying Values & Facilitating Employee Commitment Committing to Team Values, Principles & Strategy Viewing the Reality 125 Individual 125 Q Group Audit Dynamic Teaming: Customer Focus, Groups & Document Analysis Aligning to a Partnering-Learning Culture Making the Tacit Explicit


Slide 18:Copyright © 1998 Values Technology "Our study of nearly 1,500 executives and managers provides solid evidence that shared values between the individual and the company a major source of both personal and organizational effectiveness." Warren Schmidt & Barry Posner AMA Survey report 1983 Teams and Shared Values


Slide 19:Copyright © 1998 Values Technology 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 Team Leadership


Slide 20:Copyright © 1998 Values Technology Consensus Alignment Dynamic Teaming Team Consensus and Alignment


Slide 21:Copyright © 1998 Values Technology 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). Working with Organizations


Slide 22:Copyright © 1998 Values Technology "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 Corporate Culture


Slide 23:Copyright © 1998 Values Technology Working with Organizations (VMI)


Slide 24:Copyright © 1998 Values Technology Organizational Cascade Preparing Local Leadership Executive & Leadership Coaching Audit Regions/Languages Business Unit & Management Level Consensus .Corporate .Region & Business Units Strategic Alignment .Policies & Practice .Team Development .Geographic Units Deploying Values & Facilitating Employee Commitment Committing to Values, Principles, Vision Mission & Strategy System Metrics Setting the Strategy Locally-driven assisted 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-wide Audit(s) Aligning to a Partnering-Learning Culture Making the Tacit Explicit


Slide 25:Copyright © 1998 Values Technology 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. Organizational Consensus


Slide 26:Copyright © 1998 Values Technology Alignment and Integration Values Integration Personal Values Coaching Values Differences Comparative Group Information Corporate Values Document Analysis & Corporate Values Consensus Values/ Behavior Gap Executive & Team Alignment Policy & Business Practices Compensation Issues Employee Education Measuring Alignment Alignment


Slide 27:Copyright © 1998 Values Technology Values and Beliefs "Every excellent company we studied is clear on what it stands for, and takes the process 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


Slide 28:Copyright © 1998 Values Technology Conclusions: Values, Knowledge and Relationships