1. By: Cathy Light, CEO
HRATV Conference – April 12, 2012

2.  Setting the Foundation is key to Leader’s Setting the
Pace
 What do “Shared Values” mean to your company?
 What skills, behaviors and attitudes are required to
inspire Shared Values?
 What is your Personal Leadership Brand?
 Two primary qualities for displaying a passion for work
 What role does your presence play? What message are
you sending?
 Action-Oriented Exercises – It’s All About You!

3. A healthy culture, with ethics and integrity, is
a doctrine that provides an environment where
people believe
in their leaders
in their words and
 in the organization.

4. Culture reflects the personality of the organization.
A healthy culture provides
 meaning
 direction
 purpose
 and clarity
These unifying forces stimulate the collective
wisdom and energy of everyone in an enterprise
towards it’s highest vision and achievement.

5. A culture is not just a set of Shared Values. It is
how the values are interconnected and integrated
into the working operations of the organization.
Most leaders have a defined set of
values
for their organizations…
The real challenge lies not in simply articulating
values and placing a plaque on the wall, but in
how to actually make those values come alive.

6. Successful leaders possess these traits :
 Integrity and honesty
 Empowering leadership
 Openness and trust
 Teamwork and mutual respect
 Caring
 Openness to change
 Quality, service and a customer focus
 Respect for the individual and for diversity
 Winning and being the best
 Innovation
 Personal Accountability
 A “can-do” attitude
 Balance in Life
 Community involvement and social responsibility

7. Shared values can be integrated into every
function—from hiring and job orientation, to
compensation and bonuses, to reviews and
promotions, to mergers and acquisitions.
Set the expectations — those who are living
the values, but not meeting expectations may be
given another chance, along with training and
guidance.
Expectations become the “normal” way at the
office.

8. Most leaders agree that in this
increasingly complex global marketplace,
organizations cannot compete as
empowering high-performance
enterprises without building a healthy
culture of winning
Shared Values

9. Leaders and their organizations see the payoff in work
attitudes and performance by:
Fostering strong feelings of personal effectiveness
Promoting high levels of company loyalty
Facilitating consensus about key organizational goals and
stakeholders
Encouraging ethical behavior
Promoting strong norms about working hard and caring
Reducing levels of job stress and tension
Fostering pride in the company
Facilitating understanding about job expectations
Fostering teamwork and esprit de corps !

10. Companies with a strong corporate culture based
on shared values, outperform other firms by a huge
margin:
Their revenue grew more than four times faster
Their rate of job creation was seven times higher
Their stock price grew twelve times faster
Their profit performance was 750 percent higher !
- The Leadership Challenge 2002

12. 12
Exercise # 1– Shared Values Messaging
Exercise
What are three ways you show values alignment?
What would you like to see in others?

14.  A leadership brand conveys your identity and
distinctiveness as a leader.
 It communicates the value you offer.
 A strong personal leadership brand allows all
that's powerful and effective about your leadership
to become known to your colleagues, enabling you
to generate maximum value.

15. The first thing to do is ask yourself what major
results do I want to deliver at work over the
next 12 months?
 Customers
 Investors
 Workforce
 The Organization

16.  List descriptors that balance the qualities you
have naturally and those that are critical to
leadership success. What are the traits that
someone in this role should exhibit?
 Hint – visualize a leadership poster – who
would be in it; what do you like about them;
etc.
 Examples: collaborative, deliberate, strategic,
independent, innovative, results-oriented,

17.  Combine those descriptive words into three
word-phrases that reflected your desired
identity. Build a deeper, more complex
description
 Example:
* Independently innovative
* Deliberately collaborative
* Strategically results-oriented

18.  Pull everything together in a leadership brand
statement that makes a “so that” connection
between what you want to be known for and
your desired result. “I want to be known for
_________ so that I can deliver _________”
 Example: “I want to be known for being
independently innovative, deliberately
collaborative and strategically results-oriented
so I can deliver superior financial outcomes for
my business.”

19. Ask yourself the following four questions:
1. Is this the brand identify that best represents
who I am and what I can do?
2. Is this brand identity something that creates
value in the eyes of my organization and key
stakeholders?
3. What risks am I taking by exhibiting this brand?
4. Can I live this brand?

20. 1. Ensure the leadership brand you advertise is
reflected in your day-to-day work. Do you see
you as you wish to be seen? For example, if you
say you are flexible and approachable – do
others agree?
2. Create your brand and share it with others –
invite feedback.
3. Your leadership brand isn’t static – it should
evolve in response to the different expectations
you faced during the evolution of your career.

22. We don’t have to ask who the
leaders are.
We recognize them through
their body language.
They exude an energy and
role-modeling authority that
inspires the commitment,
cooperation, and best efforts of
others.
22
 We also recognize them through their clear speech
and presentation of ideas.

23. This passion includes two primary qualities:
Communicating with energy and role-modeling
authority – increasing leadership PRESENCE
through your style.
Communicating your message clearly so things
get done – sharpening the FOCUS and
ORGANIZATION of your message.

24.  When leaders know how to
present themselves and
their material with the best
effectiveness, when style
and content work well
together, others recognize
real passion for the work.
 This leadership behavior
inspires others and
stimulates the most
effective kind of teamwork.
24

25. 1. Leaders know their material and their purpose
2. They pinpoint the critical issues and know how to
approach them communicating decisiveness in any
situation.
3. They find common ground with others and make
persuasive arguments for their position. They’re
sensitive to what others need to hear and know.

26. 5. They have the facts but don’t overwhelm others by simply listing
points and expecting their audience to figure out what’s important.
In meetings or speeches, they use visual aids appropriately to
clarify key issues. And their language signals with visual clues are
aligned so the ideas are easily comprehended.
6. Well-organized leaders also listen to others and are able to
incorporate others’ views into their own position.
7. Leaders know how to introduce and close a subject so it’s clear
what they expect of others.
8. Leaders focus on results and relationships, always organizing what
they say to get results while creating productive relationships.

27. 1. Leaders with presence usually walk briskly, with a
sense of purpose. Their attitude is outward – not
inward, and they’re aware of their surroundings.
2. They stand straight with arms relaxed by their side but
can move easily into an audience when appropriate.
3. Nothing is tentative. They demonstrate the importance
of their message, their mission, by being decisive and
well prepared.
4. They project an attitude of positiveness about their
own abilities that may border on arrogance but others
never worry because they show they can handle any
issue.

28. 28
Exercise #2 – Displaying a Passion for
Work
What are 3 things you like about your job? Next
to each comment, how do you show passion
about it?

29. Thank You!