Overview Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage. In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance. What You Will Learn • How values are formed and shaped • Why values matter in the workplace • How to balance personal and work values • The role values play in motivating positive behavior • Business benefits of values clarification • How to handle values-based conflict • The importance of linking personal and organizational values Who Should Attend • Supervisors • Managers • Front-line leaders • Human resources professionals • Organizational coaches

1. The Key to Unlocking Employee Engagement
Presented by
Cynthia Scott, Ph.D., M.P.H
Author of The Values Edge System

2. Why do Values Matter?

3. Values are the language of WHY.

4. I get funny phone calls.
”
new culture! “I want to change
a our values!”
“I want
“I want my company to have values!”
“More innovation!” “More prod
uctivity!”
“More entrepreneurial spir
it!”
“More sustainability!” “More customer focus!”

5. They already have values.
They just need to take the time
to examine what they are
and how to use them.

6. Today’s Session
 How values are formed and shaped
 Why do values matter in the workplace
 How to build a values aligned team

7. What are your top values?

8. Take Note
 Where did you learn these values?
 Have they changed as you grew?
 How long have you had these values?
Keep these thoughts with you throughout our
session to reflect on your values.

9. How values are formed and shaped

10. Personal Values:
Foundation of Culture
Values
Beliefs
Results
Actions

11. A Source of Navigation
 Based on one's judgments about what is
important in life
 An integral part of every culture, contributing to
people’s choices and behaviors
 Can be positive or negative
 Emerge at different stages of human
development
 Marketers look at how values guide
buying behavior

12. “Values are caught, not taught.”
Family
School
Community
Brain Pathways

13. All generations have similar values…
they just express them differently.
 Family (72%)  Happiness (46%)
 Integrity (65%)  Self-Respect (45%)
 Achievement (48%)  Wisdom (45%)
 Love (48%)  Balance (39%)
 Competence (47%)  Responsibility (38%)
Source: “Retiring the Generation Gap”
Jennifer Deal, Center for Creative
Leadership

14. What does everyone want
in a workplace?
 Trust.
 Respect. They just don’t define it the same way.
 Loyalty. Depends on the context, not on the generation.
 No one really likes change.
Source: “Retiring the Generation Gap”
Jennifer Deal, Center for Creative
Leadership

15. Why do values matter in the
workplace

16. Shared values pay off.
Individuals values are mirrored in the work place.
Organizations with a strong corporate culture based on a
foundation of shared values outperform other firms by a
huge margin.
 Revenue grew more than four times faster
 Rate of job creation was seven times higher
 Stock price grew twelve times faster
 Profit performance was 750% higher
Source: “Corporate Culture and
Performance”
Kotter and Heskett, New York: Free Press
1992

17. Values unlock employee engagement.
Companies that consistently focus on building strong
corporate cultures over a period of several decades
outperformed companies that did not by a factor of 6. And
outperformed the general stock market by a factor of 15.
Values alignment is essential for success! It is
important to understand what values an organization
currently has and how they were created.
Source: “Built to Last: Successful Habits of
Visionary Companies”, Collins and Porras,
1994

18. Values motivate positive behavior.

19. Stand up for your values.
People admire most those who believe strongly in
something and who are willing to stand up for
their beliefs.
And bring their personal values
to the workplace.
Source: “The Leadership Challenge”
Kouzes and Posner, 2007

20. Leaders share their values.
Leaders and managers are
expected
to speak out on matters of
values and conscience.
Source: “The Leadership Challenge”
Kouzes and Posner, 2007

21. Values focus the conversation.

22. Individual & Organizational
Values Aligned
Job stress and tension reduced.
Company pride fosters.
Teamwork and spirit engages.
Company loyalty grows.
Source: “The Leadership Challenge”
Kouzes and Posner, 2007

23. How to build a values aligned team

24. Values Research Foundation
• Milton Rokeach, Nature of Human Values, 1973
• Sid Simon, Values Clarification, 1995
• Collins & Porras, Build to Last: Successful Habits of Visionary
Companies, 1994
• Arie De Geus, The Living Company: Habits for Survival in a Turbulent
Business Environment, 1994
• Kouzes & Posner, The Leadership Challenge: How to Keep Getting
Extraordinary Things Done in Organizations, 2007

25. Measuring Organizational Commitment
Clarity of
HIGH 4.87 6.26
Organizational
Values
LOW 4.90 6.12
LOW HIGH
Clarity of Personal Values
Source: “The Leadership Challenge”
Kouzes and Posner, 2007

26. Start with Personal Values

27. How to Clarify Personal Values

28. The Values Edge System
An Exercise in Personal and Team Discovery
By Cynthia D. Scott, Ph.D., MPH, and
Dennis T. Jaffe, Ph.D.

29. Values Edge Step 1
Identify and clarify personal values.

30. Values Edge Step 2
Identify group or team values.

31. Values Edge Step 3
Identify specific behaviors that demonstrate the
values.

32. Values Edge Step 4
Align personal and team values with the
organizational strategy.

33. Values Journey
Mastery
Relationships Self-
Expression
Intrinsic
Tradition Inner
Development
Lifestyle

34. Application
Cross Generational Conversations
Large bank develops a family foundation values
statement.
Employee Engagement
Major restaurant chain builds employee
engagement by creating a conversation toolkit
and including values questions into the hiring
process.

35. Unity is forged, not forced.
 There is no one specific set of successful values.
 A common understanding of values emerges from a
process, not a pronouncement.
 Successful companies may have very different values
at different times. Refresh and revalue if needed.
 A unified voice results from discovery and dialogue,
not silence and compliance.

36. Leaders Build Culture
Make values a part of the daily or weekly
conversation.
Ask fundamental questions:
What's our purpose?
What ultimate impact do we seek?

37. “A company’s values - what it stands for, what its
people believe in - are crucial to its competitive
success. Indeed, values drive the business.”
Robert Haas, Former Levi Strauss Chairman/CEO
Harvard Business Review, Sept – Oct 1990

38. Don’t miss out!
The Values Edge System:
An Exercise in Personal and Team
Discovery.
Only $262.50 Exclusive 30% off
Regularly $375.00
coupon ValuesWebinar through 7/31/12
Includes:
 Workshop Instructions
 Theoretical Background
 Reusable Values Card Decks
 Participant Take-Away Values Pyramid
 30-day perfect-fit guarantee!
Additional questions for Cynthia may be submitted to:
Sara Montgomery | (610) 292-2641 | Webmeeting1@hrdq.com
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