1. Values: building a foundation
for a high performance
culture

2. Vision and Values
„ Vision: our image of a possible and desirable future state, one that
serves to unite and inspire all stakeholders.
 What?
“We will be known worldwide as a place where the highest academic values and
educational innovation are cherished, where research prospers and makes a
real difference, and where the fruits of scholarship resonate throughout
society.” Who?
“We are recognized as a national university of choice for quality education,
applied research that drives regional economic development, and enjoys
international accreditation.” Who?
 Why?
„ Values: the reflection and embodiment of the character, energy and
spirit of our organisation; qualities we believe are vital to realising our
vision and will help to preserve and build on what is unique and cherished
about the School.
 What?
“honesty, integrity, professionalism and accountability in relationships with our
customers and each other.” Who?
“customer focus, confidence, empowerment, excellence, integrity, innovation …”
Who?
 Why?
2

3. Survey of Faults and Identification of Challenges
Before: After:
“To become the pre-eminent business school “To have a profound impact on the way the
in the world.” world does business.”
Me We
Different cultures and values between
Shared values
departments - Involved in decision-making, striving
- Working in silos, hierarchy, no voice together to be the best we can be
Podcast 1
3

4. Laying the Foundation
Admitting bigger and better
Toda quality applicant pools.
y We
Mar
2012
Nov Assessing performance.
2011
Application Selecting aligned contractors.
Jun Workshops and Cafes.
2011
Embedding
Values. Brand Academy and
Distillation promise.
Who are we? What makes us
Exploration special?
How do we operate? What do we
aim to achieve in the future?
Sep
2009 Me Staff Faculty Suppliers Students Alumni
4

5. School Vision and Values

6. Construction Tools and Support Structure
„ Consultation “Make sure values capture what is most important,
relevant and real to everyone in your company.”
„ Project website and podcasts
“Choose values your people will take
„ Values Champions’ Pow-wows personally.”
„ Workshops and Cafes
„ Performance Appraisals “Consistently and systematically reward
„ Stories behaviours that align with your values.”
„ Awards
„ Tendering
„ Student admissions “Allow individuals to decide for themselves if
they fit and can thrive there.”
„ Staff and Faculty recruitment
„ Leadership role modelling
“Leaders should work hardest to model the
values … leaders [must be] prepared to serve as
models.”
- Stephen Parker and David Rippey, Leadership Excellence, Sep 2011
6

7. Reinforcing the AUA Vision, Values and Professional
Behaviours
The AUA exists to advance and promote
the professional recognition and
development of all who work in
professional services roles in higher
education, and to be an authoritative
advocate and champion for the section.
AUA members are individually and
collectively committed to:
•the continuous development of their own
and others' professional knowledge, skills
and practices;
•actively championing equality of
educational and professional opportunity;
•the advancement of higher education
through the robust application of
professional knowledge, skills and
practices;
•the highest standards of fair, ethical and
transparent professional behaviour.
7

8. Values Support Structure
“Help yourself and others to reach full
1) Developing Self and Others:
potential for the benefit of the wider
Staff Personal Reviews: transition organisation.”
from competencies to values; • Use all situations as potential
emphasis on “how” learning opportunities
• Learn from mistakes without blame
• Engage positively with appraisal
processes
Ambitious Courageou - Jan Shine, AUA Newslink No. 69
s
“Adjusting to unfamiliar
2) Embracing Change: situations, demands and changing roles.
Seeing change as an opportunity and being
Values Champions: living and
receptive to new ideas.”
breathing the values, moving from
• Accept that change is an integral
Me to We
part of life
• Remain positive about moving
forward despite being realistic
Communa Engaged
about the difficulty of change
l • Communicate change in a positive
manner through influencing and
persuasion
3) Achieving Results: celebrate
Podcast 4
- Jan Shine, AUA Newslink No.72
successes! 8

9. Practical Applications
Developing
Self Embracing Achieving
and Change Results
Others
My
Performance and
institution
My
department
My team
Results
Me
9

10. Values Workshops

11. Values Stories

12. Values Certificates and Mini-prizes

13. Conclusion
„ Recommendations and tips
“ … it’s not the words that make a difference; it’s the conversation.”
- Rosebeth Kanter, HBR, 2010
Questions or comments?
Contact: Eleanor Eiserman, Finance Subject Area Manager and Values Champion
eeiserman@london.edu
13

14. Bibliography
Buffton, B, W. Sullivan, and R. Sullivan. “ Aligning individual and organisational
values to support change.” Journal of Change Management. (March). 2002: 247-
254.
Chonko, L, S. Hunt, and V. Wood. “Ethical Values and Organizational Commitment
in Marketing.” The Journal of Marketing. Vol. 53, No. 3 (July ).1989: 79-90.
Den Hartog, D and R. Verburg. “High performance work systems, organisational
culture and firm effectiveness.” Human Resource Management Journal. Vol. 14,
No. 1. 2004: 55-78.
Kanter, R. “Getting Values from Values.” Harvard Business Review. Online
Edition. 2010.
Parker, S. and D. Rippey. “Corporate Values: what makes them valuable?”
Leadership Excellence. September 2011: 15.
Ross, H. Reinventing Diversity. Rowman and Littlefield Publishers: Plymouth,
2011.
Shine, J. “Developing Self and Others.” AUA Newslink. Issue Number 69. 2011: 10-11.
Shine, J. “Embracing Change.” AUA Newslink. Issue 72. 2012: 10-11.
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