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Some Impressionistic takes from the book of
Harry M.Jansen Kraemer Jr.
“From Values to Action”
by Ramki – ramaddster@gmail...
About the Author
Harry M. Jansen Kraemer Jr. is a professor of
management and strategy at Northwestern University’s
Kellog...
Prelude
Leaders are characterized by their ability to influence
subordinates, peers, and external stakeholders. Values- ba...
Leadership is not about the Leader. Leadership is
about the growth and positive change that a
Leader can bring about while...
The Four
Principles
Self-Reflection
Self Reflection
 Self-reflection is essential for determining one’s values, as well
as analyzing choices and decisions.
...
Focusing on the right thing to do makes choices
clearer to see and easier to make
Without Self-reflection, you will find i...
Balance & Perspective
Balance & Perspective
 This is the second principle of valued-based leadership.
 When individuals take a balanced viewpo...
Balance & Perspective
 In experience, team members are satisfied as long as they
are given an explanation for why a decis...
Balance & Perspective
 Important to create a grid which identifies each important part
of each person’s life.
 This grid...
True Self-Confidence
True Self-Confidence
 Leaders with true self-confidence recognize their strengths &
weaknesses, & accept themselves as th...
True Self-Confidence
 When individuals have true self-confidence, they understand
that they must rely on other team playe...
Genuine Humility
Genuine Humility
 The fourth and final principle of values-based leadership is
genuine humility.
 Leaders who have adopt...
Genuine Humility
 This ultimately motivates the team to help the leader
succeed.
 One of the most important ways to main...
Regardless of your position in the organization,
with genuine humility, you understand that your
attitude is a gift to oth...
The Essentials Elements of a Values-Based
Organization
Leading with Values
Leading with Values
 It is possible for any employee to build a values-based
organization, regardless of their level in t...
Leading with Values
 Every Leader should take time to define their values, whether they are an
individual contributor or ...
Organizations can’t just hire an outside consultant
to put together a snazzy campaign meant to
engage people. If values ap...
Talent Management & Leadership
Development
Talent Management
 First step is to set clear Values in place
 Selecting right employees in sync with the Values leads t...
Talent Management
 Leaders should resist the idea that talent management &
leadership development are yearly or quarterly...
Setting a Clear Direction
A Clear Direction
 Fundamental in a values-based organization is that every
employee understands clearly what needs to be...
A Clear Direction
 Setting a clear direction results in four major benefits for a
company:
 When employees understand th...
A Clear Direction
 A team approach to setting direction is often very effective.
 Leaders should be a excellent listener...
Effective Communication
Effective Communication
 Effective communication has three qualities:
 Clarity
 Simplicity, and
 Brevity.
 Communicat...
Effective Communication
 If an Challenge is ongoing, leaders may feel that they have
communicated about it enough.
 In r...
Effective Communication
 Many view communication as what is conveyed verbally, other
contributors to effective communicat...
Every person on the team, as well as all
stakeholders, must comprehend what is
expected of them, what the organization is ...
Motivation & Team Engagement
Motivation & Team Engagement
 Leader’ passion about achieving a goal and can convey why it is
important to the company, e...
Motivation & Team Engagement
 Major challenges for leaders is transforming individual
contributors into a team.
 This ca...
Having a great team means holding each other
accountable and refusing to accept anything less
than doing the right thing f...
Execution & Implementation
Implementation & Execution
 All of the work that a leader does related to values definition,
leadership development, dire...
Implementation & Execution
 He or she remains close to the action, but delegates to the team
members who are on the field...
Implementation & Execution
 People process.
 This process ensures that leaders have identified team
members who are well...
Implementation & Execution
 Measurement process.
 During execution, teams often overlook measurement. This is a
signific...
Implementation & Execution
 One of the leader’s roles is to ask the right questions, which
will ultimately lead to the be...
Leading your Organization from Success to
Significance
Success to Significance
 Once a leader has built a values-based organization, his or her
work is not done.
 Companies al...
Success to Significance
 As teams respond to crises, they must be disciplined, focused,
consistent, and credible.
 Abili...
Success to Significance
 Change
 Since change is a given, leaders should realize that chaos can be
minimized if they red...
Success to Significance
 When dealing with the 3Cs a leader should also possess a fourth C,
courage.
 With courage, lead...
Harry M. Jansen Kraemer Jr. has discovered that
values- based leadership is a lifelong journey. It
begins with adopting th...
 Leadership is the ability and capacity to influence others.
 Values-based leadership is where leaders inspire and motiv...
The path to becoming a values-based leader begins and ends
with the four principles of values-based leadership. These
pri...
In a values-based organization, people at every level work
together to achieve a higher purpose.
Values generate the cul...
When you combine the four principles with the six practices of
values-based leadership, you have everything you need to
l...
Learning’s for Application
 People hunger for authentic Leader who have Core Values & Strong
Ethics.
 A “ Values based L...
To build a values based organization, leaders must establish
values, create a team, set a clear direction, communicate
eff...
Mail your comments to
ramaddster@gmail.com
From values to action  summary
From values to action  summary
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From values to action summary

Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .

When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.

Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.

Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.

Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.

The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.

Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.

Leaders should Value Values – Values Create Valuation

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From values to action summary

  1. 1. Some Impressionistic takes from the book of Harry M.Jansen Kraemer Jr. “From Values to Action” by Ramki – ramaddster@gmail.com
  2. 2. About the Author Harry M. Jansen Kraemer Jr. is a professor of management and strategy at Northwestern University’s Kellogg School of Management, where he teaches in the MBA and Executive MBA programs. He is also an executive partner with Madison Dearborn Partners, one of the leading private equity firms in the United States. In this role, he consults with CEOs and other top executives of companies in Madison Dearborn’s portfolio. Kraemer is the former chairman and CEO of Baxter International, Inc., a multibillion- dollar global health care company. Kraemer is veteran Leader with much to teach about working ethically. He recounts how he handled various leadership crisis and faced difficult challenges, including the traumatic time when a Baxter medical product led to the deaths of 53 people. As a recognized expert in values-based leadership, he has written and spoken widely on the topic and was featured in Comebacks (Jossey-Bass, 2010), a collection of leadership profiles.
  3. 3. Prelude Leaders are characterized by their ability to influence subordinates, peers, and external stakeholders. Values- based leaders, however, take influence one step further. They use influence to inspire and motivate others, in an effort to achieve positive change, and make the world a better place. At Baxter International, a global health corporation, Harry M. Jansen Kraemer Jr. practiced values-based leadership for more than twenty years. While serving as chairman and CEO, he helped the company make a difference in the world. In From Values to Action, Kraemer discusses the path to becoming a values-based leader. He outlines the four principles that form the foundation of this philosophy, and describes how they should be applied to create a values-based organization.
  4. 4. Leadership is not about the Leader. Leadership is about the growth and positive change that a Leader can bring about while working with others.
  5. 5. The Four Principles
  6. 6. Self-Reflection
  7. 7. Self Reflection  Self-reflection is essential for determining one’s values, as well as analyzing choices and decisions.  Kraemer believes that it is not possible to simply imitate the leadership style of someone else.  Instead, authentic leadership comes from self-understanding.  One of the major benefits of self-reflection is that it enables people to take time out and evaluate situations from a holistic perspective.  In this way, leaders can identify certain decision-making patterns. Self reflection also helps leaders to prioritize decisions & focus on areas where the organization is most likely to succeed.  There are many different ways to engage in self-reflection, such as keeping a journal. However, the most important aspect of this practice is to reserve periods of quiet time where it will be possible to focus
  8. 8. Focusing on the right thing to do makes choices clearer to see and easier to make Without Self-reflection, you will find it difficult to know what matters most- and to stay focused on it.
  9. 9. Balance & Perspective
  10. 10. Balance & Perspective  This is the second principle of valued-based leadership.  When individuals take a balanced viewpoint in the workplace, they can see issues from many different perspectives.  Leads to making decisions with better understanding & broad impact.  Gather inputs from team members before making decisions.  Employees sees that their leaders are listening to their views.  Combination of self-reflection and balance elevates leadership to a new level.  Some leaders are reluctant to involve subordinates in decision-making because they feel that employees will be dissatisfied if their recommendations are not adopted.  Leaders are responsible for gathering input, not for gaining consensus
  11. 11. Balance & Perspective  In experience, team members are satisfied as long as they are given an explanation for why a decision was made.  Although gathering input is important, it should not lead to slower decision making.  One of the important elements of balance is gathering input from team members, while still making decisions with a sense of urgency.  Balance also applies to one’s life outside of work.  Important -it is for leaders to balance their professional and personal lives, and to model this behavior for their organizations.  This type of life balance gives people a broader perspective on issues and often helps with decision making.
  12. 12. Balance & Perspective  Important to create a grid which identifies each important part of each person’s life.  This grid can be used to track how time is spent and to illustrate where changes may be needed to improve quality of life and leadership.  Successful achievement of life balance can contribute to better discipline, focus, consistency, and credibility.
  13. 13. True Self-Confidence
  14. 14. True Self-Confidence  Leaders with true self-confidence recognize their strengths & weaknesses, & accept themselves as they are.  Poor decisions is due to leaders lack self-confidence & are reluctant to gather input from their teams for support.  Leader’s self-confidence encourages teams to provide feedback and to challenge others’ opinions, even that of the leader.  The confidence a leader leads the team members to be the better part of a team, since they no longer fear criticism or input from others.  Confident leaders also have the courage to speak up when they feel that an organizational decision is not the right one.  Further, self-confident leaders have the ability to successfully recognize areas where they have strengths and weaknesses.
  15. 15. True Self-Confidence  When individuals have true self-confidence, they understand that they must rely on other team players with complementary abilities who can fill in where the leaders do not excel.  Being comfortable with oneself leads to a greater understanding of others.  This level of comfort is based on the mastery of self-reflection and balance.
  16. 16. Genuine Humility
  17. 17. Genuine Humility  The fourth and final principle of values-based leadership is genuine humility.  Leaders who have adopted this principle value every employee and treat everyone with respect, regardless of their title.  Genuine humility keeps leaders in touch with their true selves.  When people in positions of power become caught up with their titles, they develop inflated egos.  This separates them from their teams and also makes them a target of criticism.  A leader with genuine humility relates well with others at all levels.
  18. 18. Genuine Humility  This ultimately motivates the team to help the leader succeed.  One of the most important ways to maintain genuine humility is to be surrounded with people who will relate honestly with a leader, and feel able to communicate without hesitation.  This enables the leader to gather valuable information from frontline workers when needed.  Supervisors can and should be friends with subordinates, but everyone must understand that the supervisor’s job is to hold people accountable.  Genuine humility enables leaders to emphasize that every person adds value, and employees are not valued only based on title or amount of power.
  19. 19. Regardless of your position in the organization, with genuine humility, you understand that your attitude is a gift to others. You see each team member as important and recognize each person’s worth.
  20. 20. The Essentials Elements of a Values-Based Organization
  21. 21. Leading with Values
  22. 22. Leading with Values  It is possible for any employee to build a values-based organization, regardless of their level in the organization.  Key element to accomplish this is to communicate values.  When leaders communicate their values, teams understand what behaviors are acceptable.  In addition, employees are more likely to take ownership of their work.  If leaders do not communicate values or simply do not have them, doubt, cynicism, and distrust are common reactions amongst employees.  In the absence of values, organizations lack cohesion and purpose.  Ideally, organizational values are developed “in-house” and are widely accepted consistently by every employee.
  23. 23. Leading with Values  Every Leader should take time to define their values, whether they are an individual contributor or a senior level executive.  It is recommended that people should document their values and then reflect on them.  This self-reflection will help identify what causes personal discomfort and whether a person has an overwhelming need to be liked by others.  Once a leader identifies his or her values, they must be communicated in a way that holds employees accountable for applying them to their work.  Organizational values can create competitive advantage, and also prevent reputational damage.  Every company should have a strong code of ethics and each employee should understand what the code means. A culture based on values and ethics must begin with the most senior executives.  A leaders’ words and actions communicate what is acceptable and what is not. It is important to note that employees notice when leaders say one thing, but act in a different manner.
  24. 24. Organizations can’t just hire an outside consultant to put together a snazzy campaign meant to engage people. If values appear to be nothing more than fluff or an attempt to generate good PR (or, worse yet, completely false compared to what really goes on in the company), the organization loses all credibility.
  25. 25. Talent Management & Leadership Development
  26. 26. Talent Management  First step is to set clear Values in place  Selecting right employees in sync with the Values leads to Values-based work environment.  Values-based Leaders strive to develop teams that have diverse backgrounds & progressive ways of thinking.  Team’s strengths should complement the leader’s weaknesses.  By getting right values-based talent similar to that of the company will develop the organization with Stronger Values- based.  All levels of the organization must focus on people development.
  27. 27. Talent Management  Leaders should resist the idea that talent management & leadership development are yearly or quarterly processes.  Instead, they must happen continuously.  Managers need to provide employees with honest feedback that identifies strengths and areas for improvement.  Continuous feedback is beneficial as it eliminates surprises about performance among team members.  Unfortunately, many supervisors find it challenging to deliver honest feedback.  This attitude must be overcome.
  28. 28. Setting a Clear Direction
  29. 29. A Clear Direction  Fundamental in a values-based organization is that every employee understands clearly what needs to be done, and how their work plays a part in the bigger picture.  Often, many people end up doing things that are not consistent with the company’s goals.  Leaders must focus on simplicity and clarity. This sets a clear direction.  Breaking down complex goals into smaller pieces of work.  Frontline workers are a vitally important part of every organizational strategy. As a result, they need to understand what is going on in the organization & why.  When managers assign work to a subordinate, they must provide context for that work.  This helps employees feel that they are part of the larger plan, and it empowers them to perform as individual contributors.
  30. 30. A Clear Direction  Setting a clear direction results in four major benefits for a company:  When employees understand the company’s direction, the organization is more likely to achieve its goals.  When employees realize that their work is important, they will feel engaged in their assignments and more motivated to do good work.  Employees who understand their roles and how those fit into the larger picture are well positioned to offer feedback and input to their supervisors.  Even if employees do not have immediate and direct oversight, they are still able to act on their own because they understand the overall direction
  31. 31. A Clear Direction  A team approach to setting direction is often very effective.  Leaders should be a excellent listener begin by listening carefully to employees.  Encourage the team for a open dialogue and for their inputs & views ,that is not burdened by the leader’s opinion on the subject.  When the environment feels safe, people will be willing to provide feedback.  Leaders reward team members for challenging a leader’s views.  When a team approach to setting direction is used, it can break down organizational barriers and functional silos
  32. 32. Effective Communication
  33. 33. Effective Communication  Effective communication has three qualities:  Clarity  Simplicity, and  Brevity.  Communication is certainly important, but more communication does not necessarily result in more effective communication.  On the other hand, some leaders believe that employees only need a brief explanation of a task and may simply send an email or voicemail.  Taking time to communicate gives the team the overall perspective and increases the likelihood that assignments will be completed in an excellent way.  Leaders should never be too busy to communicate
  34. 34. Effective Communication  If an Challenge is ongoing, leaders may feel that they have communicated about it enough.  In reality, people should always be reminded of issues that remain high priority for the organization.  Using a military technique called “back briefing” to guarantee that a message has been communicated clearly to an employee.  With this approach, the leader gives an assignment to an employee, then the leader asks the employee how they will approach the task. This increases the ownership.  Communicating frequently when times are going well, but ceasing communication when a problem arises – lack of consistency  Telling employees immediately what leaders know about an issue and how soon information will be available about the unknowns.  When leaders fail to communicate during a crisis, problems are always perceived to be worse than they really are.  Rule is that his team should know everything that he knows.
  35. 35. Effective Communication  Many view communication as what is conveyed verbally, other contributors to effective communication are trustworthiness, being a good listener, and relating to every team member.  When leaders are open and honest, they are more likely to be perceived as credible and trustworthy.  Experts suggest that 90 percent of effective communication is listening. Yet many people who do not have self-confidence (one of the key principles of values-based leadership) find listening difficult.  The higher up the corporate ladder a leader progresses, the more important it becomes to relate to team members.  Relating to employees is especially important in global companies, where people come from different cultures and often have different communication practices.
  36. 36. Every person on the team, as well as all stakeholders, must comprehend what is expected of them, what the organization is trying to accomplish, and how they fit into that plan
  37. 37. Motivation & Team Engagement
  38. 38. Motivation & Team Engagement  Leader’ passion about achieving a goal and can convey why it is important to the company, employees will feel motivated and engaged.  Leaders must connect with each team member and make them aware that they are valued- Respect for the individuals.  This contributes to a relationship based on trust and respect.  Influence also characterizes good leader-team relationships.  When employees realize that they can influence the leader through feedback, the leader is more likely to influence employees and steer them to think holistically about the company.  The effective teams do not have “Sidebar discussions.” This occurs when employees feel comfortable expressing everything in the context of a meeting.  When this happens, small groups of team members do not need to have separate conversations at the water cooler or in the cafeteria
  39. 39. Motivation & Team Engagement  Major challenges for leaders is transforming individual contributors into a team.  This can be accomplished by establishing ground rules, such as expecting people to abandon functional silos to focus on what will benefit the larger company.  Leaders must structure discussions as collaborations that lead to the best possible solution.  Ideally, everyone on the team should have an interest in supporting the best solution.  The process used to solve problems should be fair and equitable.  Employees will inevitably have competing priorities. However, effective leaders persuade team members to see the big picture and comprehend why assignments are important.
  40. 40. Having a great team means holding each other accountable and refusing to accept anything less than doing the right thing for the right reasons
  41. 41. Execution & Implementation
  42. 42. Implementation & Execution  All of the work that a leader does related to values definition, leadership development, direction-setting, communication, and motivation, will come together when it is time to implement an initiative.  Although many companies look outside for explanations when they encounter failure, it is that execution often runs into problems because there is no clear owner.  As a result, failure can usually be attributed to an individual leader or to organizational factors.  Implementation- leaders must strike a balance between delegation of work to others and personal involvement.  This requires leaders to maintain some managerial duties.  A person cannot be a good leader unless he or she is also a good manager.  Leaders should never lose touch with what is happening on a day to day basis. A good analogy is the coach of a sports team.
  43. 43. Implementation & Execution  He or she remains close to the action, but delegates to the team members who are on the field.  At the same time, the coach maintains enough distance to determine what changes may need to be made.  There are four management processes that are essential for good implementation and execution:  Strategic, People, Operations, and Measurement.  These four processes must work together simultaneously  Strategic process.  The strategic process helps teams identify where they are today and where they want to go in the future.  Part of the strategic process is identifying key issues, opportunities, & alternatives that may affect the company.  One way to view this process is as a road map that is constantly updated to take the company in a new and specific direction.
  44. 44. Implementation & Execution  People process.  This process ensures that leaders have identified team members who are well suited to carry out the vision that was identified in the strategic process.  Human resources is a very important partner, who can help link the strategic and people processes.  Operations process.  The operations process or operating budget focuses on the present, while the strategic process is focused on the future.  The goal of the operations process is to identify the steps needed to attain the company’s vision. Ideally, the operations process should encompass the first year of the strategic process. For effective execution to occur, the strategic, people, and operations processes must be closely aligned.
  45. 45. Implementation & Execution  Measurement process.  During execution, teams often overlook measurement. This is a significant problem since things that are measured and defined get accomplished in an organization.  On the other hand, companies should not go overboard and become burdened with unnecessary reports.  The teams carefully consider what they measure, and why they measure it.  Developing key metrics and reporting on an exception basis.  Under exception based reporting, if a division is within a certain percentage of its operating goals, then the leader does not need to review its reports.  Of greatest interest to leaders are groups that are either over- performing or under-performing.
  46. 46. Implementation & Execution  One of the leader’s roles is to ask the right questions, which will ultimately lead to the best decision.  Good questions can determine whether a strategy is sound, whether the right employees are on the team, or whether or not the company’s operations are competitive in the industry.  While there will be large amounts of information and many distractions, good leaders keep a balanced point of view and make well-reasoned decisions.  After a decision has been made, the leader must remain engaged
  47. 47. Leading your Organization from Success to Significance
  48. 48. Success to Significance  Once a leader has built a values-based organization, his or her work is not done.  Companies also have a responsibility to improve society.  When organizations accept this responsibility, they can enhance their overall significance and credibility in the world.  The success of these organizations is not based solely on their own metrics, but on metrics developed by the world at large.  Leadership in this context is fairly straightforward when things are going well.  3 C’s -Change, Controversy, and Crisis are inevitable.  When the 3Cs appear, leadership is essential. To best handle crisis situations, organizations should prepare well in advance. An organization’s actions during a crisis effectively expose its values to the world.
  49. 49. Success to Significance  As teams respond to crises, they must be disciplined, focused, consistent, and credible.  Ability to deal with the 3Cs is due to two factors.  First, the Leader should use self-reflection to analyze situations and identify the right thing to do.  Second, Leaders should be committed to always do the best that he can. Leaders are much more effective if they learn to both accept and initiate change. In reality, many employees and leaders do not like change and will avoid it at all costs.  This is problematic because generally sudden reactive responses to change limit leadership.  Proactive responses to change, however, can expand leadership. The steps that leaders should take correspond with which type of situation they are dealing with
  50. 50. Success to Significance  Change  Since change is a given, leaders should realize that chaos can be minimized if they reduce the amount of uncertainty that they create.  Leaders should give a high priority to decreasing the amount of uncertainty associated with change in the organization.  Controversy  When controversy arises, fast and firm action is required. Clear, frequent communication is even more important than at other times.  Crisis  Every organization faces a crisis at one or more points in its existence. Because crises have a serious impact, they are highly emotional.  To respond effectively and move swiftly, organizations must minimize fear and anger as much as possible.  One anchor during a crisis is to recognize that the organization is committed to do the right thing and will do the best it can.
  51. 51. Success to Significance  When dealing with the 3Cs a leader should also possess a fourth C, courage.  With courage, leaders remain accountable and responsive, and are not tempted to cut corners to save time or money.  Values-based leaders should look beyond their organization’s missions and become involved in social responsibility.  For E.g.- Under Kraemer’s leadership, Baxter International pledged to be socially invested as a company. This required the company to be deliberate, setting a clear direction with priorities and a plan.  Social responsibility requires a global perspective.  Organizations must understand the context in a given region before attacking problems there.  In addition, employees do not need to be senior executives to make a difference in the community.  Individual contributors and junior employees can champion a cause and make a significant impact.
  52. 52. Harry M. Jansen Kraemer Jr. has discovered that values- based leadership is a lifelong journey. It begins with adopting the four principles of values- based leadership, developing a values-based organization, and then looking to the world beyond to become a socially responsible organization
  53. 53.  Leadership is the ability and capacity to influence others.  Values-based leadership is where leaders inspire and motivate others to pursue what matters most.  Values-based leaders are committed to and actively engaged in trying to make the world a better place within their individual sphere of influence. The ultimate objective of values-based leadership is to do the right thing by influencing those you interact with to make choices and decisions which are aligned with your values and those of your organization. To become a values-based leader, the journey has three phases Value-Based Leadership Journey
  54. 54. The path to becoming a values-based leader begins and ends with the four principles of values-based leadership. These principles are closely interconnected and build on each other. Together, they form a solid foundation for values-based leadership to arise. First Step- Know who you are & What you stand for
  55. 55. In a values-based organization, people at every level work together to achieve a higher purpose. Values generate the culture of the organization and set the tone for every interaction which occurs. The six foundation elements of a values-based organization are. Second Step- Learn How to build a Values-Based on organization
  56. 56. When you combine the four principles with the six practices of values-based leadership, you have everything you need to lead a values-based organization, even in times of change, controversy and crisis. Great leaders then shift their focus from success to significance. Rather than being concerned solely about making a profit, values-based leaders seek to make a positive impact on the world. To achieve that, the two essentials are: Third Step-Lead your organization from success to significance
  57. 57. Learning’s for Application  People hunger for authentic Leader who have Core Values & Strong Ethics.  A “ Values based Leader” is one whom employees look up and emulate.  Self-reflection: This is essential for determining one’s values, as well as for analyzing choices and decisions. Self-reflection enables people to take time out and evaluate situations from a holistic perspective.  Balance and perspective: It is also important for leaders to balance their professional and personal lives, and to model this behavior for their organizations.  True self-confidence: Leaders with true self-confidence recognize their strengths and weaknesses, and accept themselves as they are.  Genuine humility: A leader with genuine humility relates well with others at all levels and this motivates the team to help the leader succeed.  Values-based Leaders set the standards for Ethical organizations.  They meet crisis head on and take accountability  Ethical Leaders and organizations live up to their social responsibilities.
  58. 58. To build a values based organization, leaders must establish values, create a team, set a clear direction, communicate effectively, motivate their teams, and execute well. Companies also have a responsibility to improve society. When organizations accept this responsibility, they can become significant in the world.
  59. 59. Mail your comments to ramaddster@gmail.com

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