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Value-based Leadership
Your values, Your career, Your life.
Much has been said about family values, corporate values, and the
value systems that must be embodied by a leader.
The term is ubiquitous in the leadership and management literature. Values give
leadership meaning when a person’s values answer the question:
Working on values focuses on what the leader describes as the desired, broad
consequences related to his or her executive behaviors. Thus, leadership values
can be assessed with questions such as,
or
The answers to these questions guide3 the direction of the executives
professional (and perhaps private) life.
Leaders are consistently given the message that they must produce results, and
it is important that such goal-directedness be reinforced. However, goals are
something to achieve in the future (either in the near- or distant- future) and
values-oriented behavior can happen right now.
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Table of Contents
All Great Leaders 5
All great leaders live their lives the opposite of most. They live from 5
Your Roots of Leadership 6
Ability accepting access accomplishing accuracy achievement 6
How would you define 7
Your values are the things that you believe are important in the way you live and
work 7
Tip: 9
For example, 9
Heading Cards Valued at: Always 5 - Often 8 - Sometimes 13 - Seldom 8 - Never
5 16
The Personal Values 19
After placing each personal values card under the appropriate heading, place them
in priority order. List them on this sheet below. Remember, you may only have as
many values under each heading as there are numbers. 19
The Personal Values 20
continued 20
The Personal Values 21
continued 21
How to Use These Values 22
Portland Executive Coach 23
Diane Murray-Fleck 23
www.turningpointstrategy.com | All Rights Reserved 1
All Great Leaders - Living Opposite 5
Your Roots of Leadership 6
How would you define your values 7
Defining your values 10-15
Heading Cards - worksheet 16-18
Personal Values - worksheet 19-21
How to use these values 22
Biography 23
This results in the body and soul breaking down in the form of :
More Stress
More Conflict
More Worry
More Anger
More Boredom
Depression
Addiction
Anxiety
In order to truly lead our lives, we must first look at the roots. The roots are the
"why" of what you do. Leaders know why they do what they do. You may say it's
money, for your children, because of love or necessity, but there is always a
deeper value at play here. What is your purpose for getting up in the morning?
Whether it be leading your career or leading your life, you must lead your life
from the inside out. People support you, want to help you and advance you
when they know your "why". Why would your supervisor promote you, why would
your children communicate with you, why would your company listen to your
policy if you don't have a "why"? More importantly, how effective are you at work,
if you don't have a deep sense of purpose for being there? Even if your sole
purpose is the paycheck, gaining more money isn't simply a matter of working
more hours. You must have a "why" that is rooted in what you value and work
your career and life from that point, outward. If you show up to work knowing you
value growing and developing others, you will put your focus on listening and
inspiring others to be inspired to grow. When you are that person at your work,
you become seen as someone valuable that will be promoted, advanced and
increase your earning potential. But remember, the critical point in this equation
www.turningpointstrategy.com | All Rights Reserved 2
When you think:
I will never:
When you start with those thoughts, and believe them to
be true, what do they lead to? How are you in the world at
work or at home when you believe those thoughts?
All great leaders live their lives the opposite of most. They
live from the inside out. They are very clear on their "why".
Despite external chaos, delay's, deadlines, misbehaving
children, work drama, leaders stay rooted in their core
values and make their decisions based on those values so
they can stay psychologically flexible. Success and
achievement are based on whether they have stayed in
alignment with their values, not their to-do list and that is
something worth following. The choice to be a leader
requires daily practice, and learning how to DIG towards
your roots to create inspired change
www.turningpointstrategy.com | All Rights Reserved 3
• Get A Raise • Lose Weight
• Get Promoted • Fine A Partner
• Be Seen As A Leader • Have Kids That Behave
• Be Chosen For This Project
Deliberate: Get deliberate in your sense of purpose:
I believe in _________________, and that is my sense of purpose and why I do
what I do each day. Whether you are at the grocery store or in the board room,
what is really at the core of why you believe you are here? Do you get up in the
morning just to make it through the day? It probably shows. Do you get up
inspire, connect, improve, develop, innovate or learn? That shows too.
Intentional: Apathy, mediocrity, burnout, and negativity are given great energy
and power when we keep our real purpose hidden.
All leaders share their why and communicate that "why" with others. I use the
phrase "Start as you mean to go." Start with your intention and let your actions
and behavior spring from there. If you intend to be a calm, approachable parent,
start that way. If you intend to be an executive at US Bank, make more money,
have more influence, start with the intended feeling of it, and be rooted in that
feeling, and let your behaviors grow from there.
Get: Get moving. Less goals, more inspired action. Less spreadsheets and
texting, more authentic communication.
Set your goals for how you want to feel. The mere act of writing out your goals for
how you want to feel, increases the chance of successful outcome. The truth is,
you can't control your inbox, your cell phone or the reactions of other people.
Choose your thoughts careful and let your intention for how you want to feel be
the guidepost for your actions and reactions to situations.
www.turningpointstrategy.com | All Rights Reserved 4
All Great Leaders
Living opposite
All great leaders live their lives the opposite of most. They live from
inside out. They are very clear on their "why". Despite external chaos, delay's,
deadlines, misbehaving children, work drama, leaders stay rooted in their core
values and make their decisions based on those values so they can stay
psychologically flexible. Success and achievement are based on whether they
have stayed in alignment with their values, not their to-do list and that is
something worth following.
The choice to be a leader requires daily practice, and learning how to DIG
towards your roots to create inspired change.
DIG Your Way to Leadership:
Deliberate: get deliberate in your sense of purpose: I believe in
_________________, and that is my sense of purpose and why I do what I do
each day.
Intentional: start with the intended feeling of it, and be rooted in that feeling, and
let your behaviors grow from there.
Get Moving: Less goals, more inspired action. Less spreadsheets and texting,
more authentic communication. Trade the habit of checking email for checking in
on how you want to feel.
Choose your thoughts carefully and let your intention for how you want to feel be
the guidepost for your actions and reactions to situations.
www.turningpointstrategy.com | All Rights Reserved 5
Your Roots of Leadership
Ability accepting access accomplishing accuracy achievement
Advancing Agreement Kindness
Alertness Aptitude Security
Assembling Attentiveness Growth
Attitude Awareness Creating
Balance Beginnings Vision
Belonging Cautiousness Integrity
Changing Clarity Serving
Commitment Effectiveness Action
Comprehending Completion Compassion
Respect
Fulfillment
Satisfaction
Acknowledgment
Affirmation
Alliance
Attainment
Attracting
Beauty
Building
Character
Compassion
www.turningpointstrategy.com | All Rights Reserved 6
How would you define
your values?
Your values are the things that you believe are important in the way
you live and work
They (should) determine your priorities, and, deep down, they're probably the
measures you use to tell if your life is turning out the way you want it to.
When the things that you do and the way you behave match your values, life is
usually good – you're satisfied and content. But when these don't align with your
values, that's when things feel... wrong. This can be a real source of
unhappiness.
This is why making a conscious effort to identify your values is so important
How Values-Based Leadership Can Help You
Values exist, whether you recognize them or not. Life can be much easier when
you acknowledge your values – and when you make plans and decisions that
honor them.
If you value family, but you have to work 70-hour weeks in your job, will you feel
internal stress and conflict? And if you don't value competition, and you work in a
highly competitive sales environment, are you likely to
be satisfied with your job?
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In these types of situations, understanding your values can really help.
When you know your own values, you can use them to make decisions
about how to live your life, and you can answer questions like these:
So, take the time to understand the real priorities in your life, and you'll
be able to determine the best direction for you and your life goals.
Tip:
Values are usually fairly stable, yet they don't have strict limits or
boundaries.
For example,
When you start your career, success – measured by money and status – might
be a top priority. But after you have a family, work-life balance may be what you
value more.
As your definition of success changes, so do your values. This is why keeping in
touch with your values is a lifelong exercise. You should continuously revisit this,
especially if you start to feel unbalanced... and you can't quite figure out why.
As you go through the exercise below, bear in mind that values that were
important in the past may not be relevant now
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Heading Cards
Valued at: Always 5 - Often 8 - Sometimes 13 - Seldom 8 - Never 5
Job Tranquility
Avoid pressure & “the rat race” in job role
& work setting
Competition
Engage in activities which pit my abilities
against others
Adventure
Have work duties, which involve frequent
risk taking
Security
Be assured of keeping my job and a
reasonable financial award
Power & Authority
Control the work activities or (partially) the
destinies of others
Work alone
Do projects by myself without any amount
of contact with others
Help others
Be involved in helping people directly,
either individually or in small groups
Physical challenge
Have a job that requires bodily strength,
speed or agility
Work relationships
Have close working relationships with
groups; work as a team to common goals
Change and Variety
Have work responsibilities frequently
changed in content and setting
Precision work
Deal with tasks that have exact
specifications, which require careful,
accurate attention to detail
Location
Find a place to live (town, geographical
area) conducive to my lifestyle, a
desirable home base for my leisure,
learning and work life
High earnings anticipated
Be able to purchase essentials and the
luxuries I wish
Artistic creativity
Engage in creative work in any of several
art forms
Affiliation
Be recognized as a member of a
particular organization
www.turningpointstrategy.com | All Rights Reserved 16
Knowledge
Engage myself in pursuit of knowledge,
truth and understanding
Make decisions
Have the power to decide the courses of
action, policies, etc. – a judgment job
Advancement
Be able to get ahead rapidly, gaining
opportunities for growth and seniority
from work well done
Influence people
Be in a position to change attitudes or
opinions of other people
Friendship
Develop close personal relationships with
people as a result of work activity
Help society
Do something to contribute to betterment
of the world
Moral Fulfillment
Feel that my work is contributing to ideals
that I feel is very important
Excitement
Experience a high degree of stimulation
or frequent novelty and drama on the job
Creativity (General)
Create new ideas, programs, organized
structures or anything else not following
format developed by others
Creative expression
Be able to express in writing and in
person my ideas concerning my job and
how I might improve it. Have opportunities
for experimentation and innovation
Independence
Be able to determine nature of work
without significant direction from others.
Not have to follow instructions or conform
to regulations
Status
Impress or gain the respect of friends,
family and community by the nature and/
or level of responsibility of my work
Intellectual status
Be regarded as very well informed and a
strong theorist. Acknowledged as an
expert in a given field
Exercise competence
Demonstrate a high degree of proficiency
in job skills and knowledge; show above
average effectiveness
www.turningpointstrategy.com | All Rights Reserved 17
Fast pace
Work in circumstances where there is
high pace activity and work done rapidly
Work on the leading edge of
knowledge
Work in research and development,
generating information and new ideas in
the academic, scientific, or business
communities
Work under pressure
Work in time-pressured circumstances,
where there is little or no margin for error,
or with demanding personal relationships
Community
Live in a place where I can meet my
neighbors and become active in local
politics or service projects
Supervision
Have a job in which I am directly
responsible for the work done by others
Aesthetics
Be involved in studying or appreciating
the beauty of things, ideas, etc.
Public contact
Have a lot of day-to-day contact with
people
Wealth accumulation
Have a strong likelihood of accumulating
large amounts of money or other material
gain through ownership, profit sharing,
commissions, merit pay increase and the
like
Time freedom
Have responsibilities I can work at
according to my own time schedule. No
specific working hours requires
Stability
Have a work routine and job duties that
are largely predictable and not likely to
change over a long period of time
www.turningpointstrategy.com | All Rights Reserved 18
The Personal Values
Worksheet
After placing each personal values card under the appropriate
heading, place them in priority order. List them on this sheet below.
Remember, you may only have as many values under each heading
as there are numbers.
Always valued:
1.
2.
3.
4.
5.
Often valued:
1.
2.
3.
4.
5.
6.
7.
8.
www.turningpointstrategy.com | All Rights Reserved 19
The Personal Values
Worksheet
continued
Sometimes valued:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Never Valued:
1.
2.
3.
4.
5.
www.turningpointstrategy.com | All Rights Reserved 20
The Personal Values
Worksheet
continued
Seldom Valued:
1.
2.
3.
4.
5.
6.
7.
8.
www.turningpointstrategy.com | All Rights Reserved 21
How to Use These Values
Your personal values are your deepest
driving force. If your life and your work
are not in line with your values, you
simply will not be motivated. The
same goes for your employees.
Ask the following question after you
have done this exercise:
Did any of my personal
values surprise me?
Was the process easy or
difficult?
As I look at my life,
especially my work life, is
there any congruence
between what I say my
values are and the
structure, focus and
content of my current job?
If not, what changes would
I want to make.
Do this activity with your employees. It
will help them understand one another
better. If you decide to do this as a
team, let them share their values with
one another.
Let them compare the “always valued”
and "never valued” lists. See if you
can notice the differences and
similarities.
Let them give each other feedback.
Remember there are no “better”
values. Ask them not to judge each
other.
If you understand the personal values
of each employee, it will be so much
easier to know what makes them “tick”
www.turningpointstrategy.com | All Rights Reserved 22
Portland Executive Coach
Diane Murray-Fleck
So, you’ve reached a turning point. If you are here, it’s no longer an option to
keep going on the same old worn-out path. My clients come to me with all they
need to achieve the life they have dreamed of. You don’t need to be analyzed,
diagnosed or labeled. I have the tools, training, and expertise to join you on your
journey and make your dreams, goals and ambitions a reality. I believe in results,
and whatever your definition of success is, I will help you achieve it.
If you have the courage to change and do some real work, it’s only fair that you
know a little bit more about who you’ll be working with. I am Diane Murray-Fleck,
president of TurningPoint Strategies. Like many coaches, I have been doing this
work all my life, but never had a name for it. I have a passion for helping people
live their best life but more than that, I have a passion for results…tangible,
hardcore, visible results. I received my bachelors degree in Sociology and
Human Services in 1994 and went on to earn my Masters in Social Work from
Syracuse University in 1997. After many years as a social worker, I reached my
own turning point. I became disillusioned working with clients that were
mandated or unmotivated to really change and improve their lives. I needed to
work with people who wanted to start moving towards success. That’s where you
come in. You’re ready, I know you are.
Education/Associations:
www.turningpointstrategy.com | All Rights Reserved 23
BA Potsdam College, ’94
MSW Syracuse University, ’97
NASW, ’98
Northwest Coaching Association, ’08
International Coaching Academy, ’09
NW Network Alliance
www.turningpointstrategy.com | All Rights Reserved 24
Diane C. Murray Fleck, MSW, PCC
“Live With Intention • Do What You Love”
p: 503.957.4754
w: Turningpointstrategy.com
e: diane@turningpointstrategy.com

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Turning point final_5_30

  • 2. Value-based Leadership Your values, Your career, Your life. Much has been said about family values, corporate values, and the value systems that must be embodied by a leader. The term is ubiquitous in the leadership and management literature. Values give leadership meaning when a person’s values answer the question: Working on values focuses on what the leader describes as the desired, broad consequences related to his or her executive behaviors. Thus, leadership values can be assessed with questions such as, or The answers to these questions guide3 the direction of the executives professional (and perhaps private) life. Leaders are consistently given the message that they must produce results, and it is important that such goal-directedness be reinforced. However, goals are something to achieve in the future (either in the near- or distant- future) and values-oriented behavior can happen right now. www.turningpointstrategy.com | All Rights Reserved 2
  • 3. Table of Contents All Great Leaders 5 All great leaders live their lives the opposite of most. They live from 5 Your Roots of Leadership 6 Ability accepting access accomplishing accuracy achievement 6 How would you define 7 Your values are the things that you believe are important in the way you live and work 7 Tip: 9 For example, 9 Heading Cards Valued at: Always 5 - Often 8 - Sometimes 13 - Seldom 8 - Never 5 16 The Personal Values 19 After placing each personal values card under the appropriate heading, place them in priority order. List them on this sheet below. Remember, you may only have as many values under each heading as there are numbers. 19 The Personal Values 20 continued 20 The Personal Values 21 continued 21 How to Use These Values 22 Portland Executive Coach 23 Diane Murray-Fleck 23 www.turningpointstrategy.com | All Rights Reserved 1 All Great Leaders - Living Opposite 5 Your Roots of Leadership 6 How would you define your values 7 Defining your values 10-15 Heading Cards - worksheet 16-18 Personal Values - worksheet 19-21 How to use these values 22 Biography 23
  • 4. This results in the body and soul breaking down in the form of : More Stress More Conflict More Worry More Anger More Boredom Depression Addiction Anxiety In order to truly lead our lives, we must first look at the roots. The roots are the "why" of what you do. Leaders know why they do what they do. You may say it's money, for your children, because of love or necessity, but there is always a deeper value at play here. What is your purpose for getting up in the morning? Whether it be leading your career or leading your life, you must lead your life from the inside out. People support you, want to help you and advance you when they know your "why". Why would your supervisor promote you, why would your children communicate with you, why would your company listen to your policy if you don't have a "why"? More importantly, how effective are you at work, if you don't have a deep sense of purpose for being there? Even if your sole purpose is the paycheck, gaining more money isn't simply a matter of working more hours. You must have a "why" that is rooted in what you value and work your career and life from that point, outward. If you show up to work knowing you value growing and developing others, you will put your focus on listening and inspiring others to be inspired to grow. When you are that person at your work, you become seen as someone valuable that will be promoted, advanced and increase your earning potential. But remember, the critical point in this equation www.turningpointstrategy.com | All Rights Reserved 2
  • 5. When you think: I will never: When you start with those thoughts, and believe them to be true, what do they lead to? How are you in the world at work or at home when you believe those thoughts? All great leaders live their lives the opposite of most. They live from the inside out. They are very clear on their "why". Despite external chaos, delay's, deadlines, misbehaving children, work drama, leaders stay rooted in their core values and make their decisions based on those values so they can stay psychologically flexible. Success and achievement are based on whether they have stayed in alignment with their values, not their to-do list and that is something worth following. The choice to be a leader requires daily practice, and learning how to DIG towards your roots to create inspired change www.turningpointstrategy.com | All Rights Reserved 3 • Get A Raise • Lose Weight • Get Promoted • Fine A Partner • Be Seen As A Leader • Have Kids That Behave • Be Chosen For This Project
  • 6. Deliberate: Get deliberate in your sense of purpose: I believe in _________________, and that is my sense of purpose and why I do what I do each day. Whether you are at the grocery store or in the board room, what is really at the core of why you believe you are here? Do you get up in the morning just to make it through the day? It probably shows. Do you get up inspire, connect, improve, develop, innovate or learn? That shows too. Intentional: Apathy, mediocrity, burnout, and negativity are given great energy and power when we keep our real purpose hidden. All leaders share their why and communicate that "why" with others. I use the phrase "Start as you mean to go." Start with your intention and let your actions and behavior spring from there. If you intend to be a calm, approachable parent, start that way. If you intend to be an executive at US Bank, make more money, have more influence, start with the intended feeling of it, and be rooted in that feeling, and let your behaviors grow from there. Get: Get moving. Less goals, more inspired action. Less spreadsheets and texting, more authentic communication. Set your goals for how you want to feel. The mere act of writing out your goals for how you want to feel, increases the chance of successful outcome. The truth is, you can't control your inbox, your cell phone or the reactions of other people. Choose your thoughts careful and let your intention for how you want to feel be the guidepost for your actions and reactions to situations. www.turningpointstrategy.com | All Rights Reserved 4
  • 7. All Great Leaders Living opposite All great leaders live their lives the opposite of most. They live from inside out. They are very clear on their "why". Despite external chaos, delay's, deadlines, misbehaving children, work drama, leaders stay rooted in their core values and make their decisions based on those values so they can stay psychologically flexible. Success and achievement are based on whether they have stayed in alignment with their values, not their to-do list and that is something worth following. The choice to be a leader requires daily practice, and learning how to DIG towards your roots to create inspired change. DIG Your Way to Leadership: Deliberate: get deliberate in your sense of purpose: I believe in _________________, and that is my sense of purpose and why I do what I do each day. Intentional: start with the intended feeling of it, and be rooted in that feeling, and let your behaviors grow from there. Get Moving: Less goals, more inspired action. Less spreadsheets and texting, more authentic communication. Trade the habit of checking email for checking in on how you want to feel. Choose your thoughts carefully and let your intention for how you want to feel be the guidepost for your actions and reactions to situations. www.turningpointstrategy.com | All Rights Reserved 5
  • 8. Your Roots of Leadership Ability accepting access accomplishing accuracy achievement Advancing Agreement Kindness Alertness Aptitude Security Assembling Attentiveness Growth Attitude Awareness Creating Balance Beginnings Vision Belonging Cautiousness Integrity Changing Clarity Serving Commitment Effectiveness Action Comprehending Completion Compassion Respect Fulfillment Satisfaction Acknowledgment Affirmation Alliance Attainment Attracting Beauty Building Character Compassion www.turningpointstrategy.com | All Rights Reserved 6
  • 9. How would you define your values? Your values are the things that you believe are important in the way you live and work They (should) determine your priorities, and, deep down, they're probably the measures you use to tell if your life is turning out the way you want it to. When the things that you do and the way you behave match your values, life is usually good – you're satisfied and content. But when these don't align with your values, that's when things feel... wrong. This can be a real source of unhappiness. This is why making a conscious effort to identify your values is so important How Values-Based Leadership Can Help You Values exist, whether you recognize them or not. Life can be much easier when you acknowledge your values – and when you make plans and decisions that honor them. If you value family, but you have to work 70-hour weeks in your job, will you feel internal stress and conflict? And if you don't value competition, and you work in a highly competitive sales environment, are you likely to be satisfied with your job? www.turningpointstrategy.com | All Rights Reserved 7
  • 10. www.turningpointstrategy.com | All Rights Reserved 8 In these types of situations, understanding your values can really help. When you know your own values, you can use them to make decisions about how to live your life, and you can answer questions like these: So, take the time to understand the real priorities in your life, and you'll be able to determine the best direction for you and your life goals.
  • 11. Tip: Values are usually fairly stable, yet they don't have strict limits or boundaries. For example, When you start your career, success – measured by money and status – might be a top priority. But after you have a family, work-life balance may be what you value more. As your definition of success changes, so do your values. This is why keeping in touch with your values is a lifelong exercise. You should continuously revisit this, especially if you start to feel unbalanced... and you can't quite figure out why. As you go through the exercise below, bear in mind that values that were important in the past may not be relevant now www.turningpointstrategy.com | All Rights Reserved 9
  • 18. Heading Cards Valued at: Always 5 - Often 8 - Sometimes 13 - Seldom 8 - Never 5 Job Tranquility Avoid pressure & “the rat race” in job role & work setting Competition Engage in activities which pit my abilities against others Adventure Have work duties, which involve frequent risk taking Security Be assured of keeping my job and a reasonable financial award Power & Authority Control the work activities or (partially) the destinies of others Work alone Do projects by myself without any amount of contact with others Help others Be involved in helping people directly, either individually or in small groups Physical challenge Have a job that requires bodily strength, speed or agility Work relationships Have close working relationships with groups; work as a team to common goals Change and Variety Have work responsibilities frequently changed in content and setting Precision work Deal with tasks that have exact specifications, which require careful, accurate attention to detail Location Find a place to live (town, geographical area) conducive to my lifestyle, a desirable home base for my leisure, learning and work life High earnings anticipated Be able to purchase essentials and the luxuries I wish Artistic creativity Engage in creative work in any of several art forms Affiliation Be recognized as a member of a particular organization www.turningpointstrategy.com | All Rights Reserved 16
  • 19. Knowledge Engage myself in pursuit of knowledge, truth and understanding Make decisions Have the power to decide the courses of action, policies, etc. – a judgment job Advancement Be able to get ahead rapidly, gaining opportunities for growth and seniority from work well done Influence people Be in a position to change attitudes or opinions of other people Friendship Develop close personal relationships with people as a result of work activity Help society Do something to contribute to betterment of the world Moral Fulfillment Feel that my work is contributing to ideals that I feel is very important Excitement Experience a high degree of stimulation or frequent novelty and drama on the job Creativity (General) Create new ideas, programs, organized structures or anything else not following format developed by others Creative expression Be able to express in writing and in person my ideas concerning my job and how I might improve it. Have opportunities for experimentation and innovation Independence Be able to determine nature of work without significant direction from others. Not have to follow instructions or conform to regulations Status Impress or gain the respect of friends, family and community by the nature and/ or level of responsibility of my work Intellectual status Be regarded as very well informed and a strong theorist. Acknowledged as an expert in a given field Exercise competence Demonstrate a high degree of proficiency in job skills and knowledge; show above average effectiveness www.turningpointstrategy.com | All Rights Reserved 17
  • 20. Fast pace Work in circumstances where there is high pace activity and work done rapidly Work on the leading edge of knowledge Work in research and development, generating information and new ideas in the academic, scientific, or business communities Work under pressure Work in time-pressured circumstances, where there is little or no margin for error, or with demanding personal relationships Community Live in a place where I can meet my neighbors and become active in local politics or service projects Supervision Have a job in which I am directly responsible for the work done by others Aesthetics Be involved in studying or appreciating the beauty of things, ideas, etc. Public contact Have a lot of day-to-day contact with people Wealth accumulation Have a strong likelihood of accumulating large amounts of money or other material gain through ownership, profit sharing, commissions, merit pay increase and the like Time freedom Have responsibilities I can work at according to my own time schedule. No specific working hours requires Stability Have a work routine and job duties that are largely predictable and not likely to change over a long period of time www.turningpointstrategy.com | All Rights Reserved 18
  • 21. The Personal Values Worksheet After placing each personal values card under the appropriate heading, place them in priority order. List them on this sheet below. Remember, you may only have as many values under each heading as there are numbers. Always valued: 1. 2. 3. 4. 5. Often valued: 1. 2. 3. 4. 5. 6. 7. 8. www.turningpointstrategy.com | All Rights Reserved 19
  • 22. The Personal Values Worksheet continued Sometimes valued: 1. 2. 3. 4. 5. 6. 7. 8. 9. Never Valued: 1. 2. 3. 4. 5. www.turningpointstrategy.com | All Rights Reserved 20
  • 23. The Personal Values Worksheet continued Seldom Valued: 1. 2. 3. 4. 5. 6. 7. 8. www.turningpointstrategy.com | All Rights Reserved 21
  • 24. How to Use These Values Your personal values are your deepest driving force. If your life and your work are not in line with your values, you simply will not be motivated. The same goes for your employees. Ask the following question after you have done this exercise: Did any of my personal values surprise me? Was the process easy or difficult? As I look at my life, especially my work life, is there any congruence between what I say my values are and the structure, focus and content of my current job? If not, what changes would I want to make. Do this activity with your employees. It will help them understand one another better. If you decide to do this as a team, let them share their values with one another. Let them compare the “always valued” and "never valued” lists. See if you can notice the differences and similarities. Let them give each other feedback. Remember there are no “better” values. Ask them not to judge each other. If you understand the personal values of each employee, it will be so much easier to know what makes them “tick” www.turningpointstrategy.com | All Rights Reserved 22
  • 25. Portland Executive Coach Diane Murray-Fleck So, you’ve reached a turning point. If you are here, it’s no longer an option to keep going on the same old worn-out path. My clients come to me with all they need to achieve the life they have dreamed of. You don’t need to be analyzed, diagnosed or labeled. I have the tools, training, and expertise to join you on your journey and make your dreams, goals and ambitions a reality. I believe in results, and whatever your definition of success is, I will help you achieve it. If you have the courage to change and do some real work, it’s only fair that you know a little bit more about who you’ll be working with. I am Diane Murray-Fleck, president of TurningPoint Strategies. Like many coaches, I have been doing this work all my life, but never had a name for it. I have a passion for helping people live their best life but more than that, I have a passion for results…tangible, hardcore, visible results. I received my bachelors degree in Sociology and Human Services in 1994 and went on to earn my Masters in Social Work from Syracuse University in 1997. After many years as a social worker, I reached my own turning point. I became disillusioned working with clients that were mandated or unmotivated to really change and improve their lives. I needed to work with people who wanted to start moving towards success. That’s where you come in. You’re ready, I know you are. Education/Associations: www.turningpointstrategy.com | All Rights Reserved 23 BA Potsdam College, ’94 MSW Syracuse University, ’97 NASW, ’98 Northwest Coaching Association, ’08 International Coaching Academy, ’09 NW Network Alliance
  • 26. www.turningpointstrategy.com | All Rights Reserved 24 Diane C. Murray Fleck, MSW, PCC “Live With Intention • Do What You Love” p: 503.957.4754 w: Turningpointstrategy.com e: diane@turningpointstrategy.com