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The Key to Unlocking Employee Engagement




                Presented by
                Cynthia Scott, Ph.D., M.P.H
                Author of The Values Edge System
Why do Values Matter?
Values are the language of WHY.
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!”
They already have values.
They just need to take the time
  to examine what they are
    and how to use them.
Today’s Session
  How values are formed and shaped

  Why do values matter in the workplace

  How to build a values aligned team
What are your top values?
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.
How values are formed and shaped
Personal Values:
 Foundation of Culture

     Values
                Beliefs




Results
              Actions
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
“Values are caught, not taught.”




                           Family
                           School
                         Community
                       Brain Pathways
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
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
Why do values matter in the
        workplace
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
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
Values motivate positive behavior.
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
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
Values focus the conversation.
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
How to build a values aligned team
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
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
Start with Personal Values
How to Clarify Personal Values
The Values Edge System
An Exercise in Personal and Team Discovery




  By Cynthia D. Scott, Ph.D., MPH, and
  Dennis T. Jaffe, Ph.D.
Values Edge Step 1
Identify and clarify personal values.
Values Edge Step 2
Identify group or team values.
Values Edge Step 3
Identify specific behaviors that demonstrate the
   values.
Values Edge Step 4
Align personal and team values with the
    organizational strategy.
Values Journey
                    Mastery


Relationships                   Self-
                                Expression

                   Intrinsic

   Tradition                    Inner
                                Development

                    Lifestyle
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.
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.
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?
“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
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

                                                Visit us at:
 Copyright 2012. All rights reserved.
 Not for resale. www.hrdq.com
                                                www.HRDQstore.com

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Discovering Values: The Key to Unlocking Employee Engagement

  • 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
  • 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
  • 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 Visit us at: Copyright 2012. All rights reserved. Not for resale. www.hrdq.com www.HRDQstore.com