Part # 1: Get it done values. Part # 2: Be a part of it values. Part # 3: Do it well values. Part # 4: Be creative values.

1. Human
values

2. Be creative
values
Do it well
values
Get it done
values
Be a part of it
values

3. Part # 1
Get it done
Values

4.  Deciding.
 Doing things.
 Delivering / sending.
 Being active.
 Getting things done.
 Finishing things.
 Achieving things.
 Being ambitious.
 Seeking competition.
 Being aggressive.
 Wanting to win.
 Wanting to be stronger / better / faster / richer / prettier.
Examples

5. https://www.pinterest.com/pin/446700856765765775/
When was the last time
you released the tiger
in you?

6.  Being free.
 Being independent.
 Seeking success.
 Seeking results.
 Being selfish.
 Being powerful.
 Dominating.
 Seeking personal enjoyment.
 Getting as much as possible out of something.
 Controlling.
Examples

7. The Internet is a powerful mass medium
for self-expression which depends on
the ability of its users to speak freely.
Freedom
http://coreinternetvalues.org/?page_id=1426

8. Because humans are self-interested
and their decision making is driven by
the rational weighing of costs and
benefits, their actions in a free market
tend to serve the common good.
http://hbr.org/2011/07/the-unselfish-gene/ar/1
Adam Smith.
The Wealth of Nations, 1776.
Freedom

9. http://hbr.org/2011/07/the-unselfish-gene/ar/2
30% of people behave selfishly
30% Behave selfishly.
50% Some treat kindness with kindness and meanness with
meanness.
Others cooperate even when it comes at a personal cost.
20% Choose sometimes to cooperate and other times not to.

10. The Institute for Policy studies note that in 2007,
compensation for the CEOs of the S&P 500
averaged 344 times the average US worker's pay.
30 years ago, the ratio was about 35 to 1.
http://blogs.hbr.org/hbr/mcgrath/2008/09/labors-looking-good-and-jack-w.html

11. In taker cultures, the norm is to get as much
as possible from others while contributing
less in return.
Employees help only when they expect the
personal benefits to exceed the costs.
https://www.mckinseyquarterly.com/Organization/Talent/Givers_take_all_The_hidden_dimension_of_corporate_culture_3076

12. http://www.billgeorge.org/page/takers-and-givers
After studying hundreds of business
leaders - and personally knowing many
times more - I have decided that you
can divide them basically into two
categories: "takers" and "givers."
The “takers” are out for themselves.
Bill George

13. Fixing the culture will require
creating a compensation system
that better aligns or balances
shareholders’ interests and the
broader society’s interests with
the individual’s interests, and
changing the perception that it’s
the individual that’s the hero.
http://www.bloomberg.com/news/2010-11-08/morgan-stanley-s-gorman-says-hero-culture-needs-to-change-to-limit-risks.html
James Gorman

14. Further inspiration
https://www.teacherspayteachers.com/Product/Power-distance-1550695

15. Part # 2
Be a part of it
Values

16.  Caring for other people.
 Caring about other people.
 Serving people.
 Doing something for others.
 Helping people.
 Sharing ideas / knowledge / things with others.
 Being selfless.
 Listening to people.
 Trying to understand people.
 Giving to others.
 Being generous.
 Involving people.
Examples

17.  Being a part of something.
 Belonging to something.
 Treating people equally.
 Being fair to other people.
 Supporting a cause.
 Supporting a community of people.
 Being honest.
 Being humble.
 Thanking others.
 Loving others.
 Being compassionate.
 Being empathic.
 Seeking collaboration / cooperation.
Examples

18. When I arrived at IBM, one of my first questions was, “Do we
have teamwork?,” because the new strategy crucially
depended on our ability to provide an integrated approach to
our customers. “Oh, yes, Lou, we have teamwork,” I was told.
“Look at those banners up there. Mr. Watson put them up in
1938; they’re still there. Teamwork!” “Oh, good,” I responded.
“How do we pay people?” “Oh, we pay on individual
performance.” The rewards system is a powerful driver of
behaviour and therefore culture.
Teamwork is hard to cultivate in a world where employees
are paid solely on their individual performance.
http://www.mckinsey.com/Insights/Leading_in_the_21st_century/Lou_Gerstner_on_corporate_reinvention_and_values
Teamwork

20. http://www.values.com/gratitude

21. http://youtu.be/jDIZS4IQlQk
Minute 27:10
Generosity - bending down
to pick up papers and holding
the door open for someone -
is expecting nothing in return.
Simon Sinek

22. Giver cultures depend on employees
making requests. Otherwise, it’s difficult to
figure out who needs help and what to give.
Studies show that direct requests for help
between colleagues drive 75% to 90% of all
the help exchanged within organizations.
https://www.mckinseyquarterly.com/Organization/Talent/Givers_take_all_The_hidden_dimension_of_corporate_culture_3076
Giving

23. In giver cultures, employees operate as the
high-performing intelligence units do:
helping others, sharing knowledge,
offering mentoring, and making connections
without expecting anything in return.
https://www.mckinseyquarterly.com/Organization/Talent/Givers_take_all_The_hidden_dimension_of_corporate_culture_3076

24. Asking for help involves at least
some vulnerability, so it stands to
reason that people would turn to
helpers whom they can trust with
their thoughts and feelings.
http://hbr.org/2014/01/ideos-culture-of-helping/ar/1
Helping

25. Help is embedded in the entire design
process at IDEO:
From the famous brainstorming sessions,
through formal design reviews, to the
many forms of support and
encouragement for project teams seeking
feedback on ideas.
http://hbr.org/2014/01/ideos-culture-of-helping/ar/1
Helping

26. People working for IDEO named the
5 people who had helped them most
and rated them on 3 attributes:
1. Competence.
2. Trust.
3. Accessibility.
http://hbr.org/2014/01/ideos-culture-of-helping/ar/1

27. Everything I’ve done is rooted in the notion that
every human being is born equally capable.
What people lack is equal opportunity.
My goal has been to expand opportunity
to as many people as possible so they
can reach their potential.
http://www.inc.com/magazine/201312/pierre-omidyar/ebay-inspiration-more-effective-than-delegation.html
Eqaul
opportunity

28. http://www.values.com/including-others

29. Most people identify and participate
in several communities - often
based on neighborhood, nation,
faith, politics, race or ethnicity, age,
gender, hobby, or sexual orientation.
Like Russian Matryoshka dolls,
communities often sit within other
communities. What is a good
example of a community in which
your needs are met really well?
http://ssir.org/creating_health/entry/what_is_community_anyway

30. A strong feeling of sympathy and
sadness for the suffering or bad
luck of others and a wish to
help them.
http://dictionary.cambridge.org/dictionary/british/compassion
Compassion

31. Is it true that - like fossil fuels - altruism /
fellow feeling are scarce resources that
are depleted with use?
Or is it more reasonable to regard them
like muscles that develop and grow
stronger with exercise?
Michael Sandel
http://youtu.be/ZafL7_CaMbg
Altruism

32. Landet ein Altruist inmitten von Egoisten,
hat er keine Chance – er wird ausgenutzt.
Wird er aber in der Nachbarschaft von
grundsätzlich Kooperationswilligen geboren,
gibt es einen Dominoeffekt: Die Nachbarn
fangen plötzlich auch an zu kooperieren. Sie
schalten von egoistischem auf kooperatives
Verhalten um, weil der Altruist die in ihnen
angelegte Vorliebe zur Freundlichkeit anspricht.
Dirk Helbing.
http://www.beobachter.ch/leben-gesundheit/psychologie/artikel/altruismus_warum-nette-am-ende-siegen/

33. Situation # 1
People act prosocially when they are confronted
with people they perceive to be part of their group.
Situation # 2
People act prosocially when they anticipate that
goodness is reciprocated with good.
Situation # 3
People act prosocially when they see that
fairness is restored.
http://www.nzz.ch/finanzen/nachrichten/es_gibt_das_gute_durchaus_1.10664748.html
Actingprosocially

34. http://www.slideshare.net/reed2001/culture-1798664
Honesty

35. How would you like your epitaph to read?
John Cleese: My friends thought that I was
reasonably kind.
Nothing about your contribution to the world of humor?
John Cleese: No, I don’t regard any of that as anything
other than an amusing way of passing the time. I love the
fact that I’ve made people laugh, but the important thing,
ultimately, I do believe, is a relatively small number of
really close relationships.
http://hbr.org/2014/03/john-cleese/ar/1

36. Respect
To respect another human being is to recognize
their inherent equality with you. It’s to recognize
that, to paraphrase Gandhi, we all carry a piece of
the truth within ourselves.
Each of us has something to contribute to the
other. Each has inherent value. I recognize a piece
of me in you. I recognize that we are both
intelligent, feeling, sovereign beings with the
same rights and responsibilities.
http://morelibertynow.com/liberty-human-values/

37. Further inspiration
https://www.teacherspayteachers.com/Product/Listening-tips-1485898
https://www.teacherspayteachers.com/Product/Love-2024572
https://www.teacherspayteachers.com/Product/Trust-1957173

38. Part # 3
Do it well
values

39.  Being accurate.
 Being precise.
 Being correct.
 Being disciplined.
 Being consistent.
 Being focused.
 Being cautious.
 Being worried.
 Securing things.
 Wanting safety.
 Working efficiently.
Examples

40.  Being obedient.
 Doing things perfectly.
 Being diligent.
 Needing a process.
 Needing a structure.
 Needing order.
 Seeking quality.
 Seeking stability.
 Holding on to a tradition.
 Reflecting / thinking.
 Judging.
Examples

41. One day, your co-worker Susan lets you know that a
highly anticipated product feature, which is about to
launch, does not meet her quality standard, and she's
worried.
If your immediate reaction is: If Susan's worried,
I'm worried. Let’s figure out how long it's going to
take to fix the problem and move the launch date. It'll
be painful, but we'll get through it…” Then, you value
quality highly.
Adapted from
http://www.linkedin.com/today/post/article/20131016164310-658789-how-to-uncover-your-company-s-true-culture
Quality

42. What are the signs that you need to control?
# 1: Perfectionism
You expect other people to do the work perfectly.
# 2: Conformance
Nobody dares to challenge how you think things should
be done.
# 3: Silence
There is silence when you ask for input.
http://smartblogs.com/leadership/2014/04/16/the-insatiable-desire-to-control/
Control

43. Thomas Hobbes, 1651.
Humans are fundamentally and universally
selfish, and governments must control
them so that they don’t destroy one another
in the short-sighted pursuit of self-interest.
Control
http://hbr.org/2011/07/the-unselfish-gene/ar/1

44. 4 basic values whose purpose is to avoid embarrassment
or feeling incompetent
# 1: Remain in control.
# 2: Maximize winning and minimize losing.
# 3: Suppress negative feelings.
# 4: Be as rational as possible.
Be rational means to define clear objectives and evaluating whether you
have achieved them or not.
Chris Argyris.
http://hbr.org/1991/05/teaching-smart-people-how-to-learn/ar/6

45. Further inspiration
https://www.teacherspayteachers.com/Product/Reasons-why-people-resist-change-1453736

46. Part # 4
Be creative
Values

47.  Learning things.
 Creating things.
 Developing things.
 Changing things.
 Trying new things.
 Thinking strategically.
 Adapting to a new situation.
Examples

48.  Being adventurous.
 Being bold.
 Challenging things.
 Improving things.
 Thinking creatively.
 Being curious.
 Being open-minded.
 Exploring.
Examples

49. People who are open minded are
receptive to fresh ideas even
if those ideas challenge their
strongly held beliefs.
http://www.destination-innovation.com/articles/are-you-open-minded/
Openness

50. 2 examples
1. Share openly on the Internet how much
people are paid.
2. Invite young people to a meeting and
ask them to live tweet their reactions –
including what they don’t agree with.
http://knowledge.ckgsb.edu.cn/2014/12/15/china-business-strategy/the-gary-hamel-interview-unleashing-another-revolution/
Openness

51. The remarkable growth of the Internet and the
limitless variety of Internet applications follow
directly from the open model of Internet
connectivity and standards development.
Any individual, organization, or company can
develop and distribute a new Internet
application that can be used by anyone.
Openness
http://coreinternetvalues.org/?page_id=1418

52. https://twitter.com/alannakrause/status/535159248188358656

53. One day, someone raises an issue during a
meeting. You disagree completely with
their position.
If your first reaction is to speak up and say,
“I don’t see it the same way; here’s what I
think…” then you value transparency
higher than, for example, politics.
Adapted from
http://www.linkedin.com/today/post/article/20131016164310-658789-how-to-uncover-your-company-s-true-culture
Transparency

54. http://www.slideshare.net/reed2001/culture-1798664
Curiosity

55. 2 examples
1. An organization cannot challenge the
status quo if individuals cannot challenge
their leaders. As a leader, you have to
make it safe for people to dissent.
2. You have to make it possible for people
to take small risks. Create an internal
kickstarter platform.
http://knowledge.ckgsb.edu.cn/2014/12/15/china-business-strategy/the-gary-hamel-interview-unleashing-another-revolution/
Challenge
statusquo

56. Further inspiration
https://www.goodreads.com/review/show/963181477
http://infolab.stanford.edu/~jure/pub/misc/darja_clanek.pdf
http://www.insead.edu/facultyresearch/research/doc.cfm?did=55110
http://www.mindtools.com/pages/article/newTED_85.htm
http://www.roch.edu/people/lhalverson/universal_values.htm
http://www.slideshare.net/frankcalberg/questions-to-discover-your-values
http://www.stevepavlina.com/articles/list-of-values.htm
http://strandtheory.org/images/Schwartz_Value_Theory.pdf
http://www.ted.com/talks/ruth_chang_how_to_make_hard_choices
https://vimeo.com/103574570

57. Serve yourself, pay what you think is fair.
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3. support ongoing development.
http://www.frankcalberg.com/thankyou

58. Thank you for your interest. For further inspiration
and personalized services, feel welcome to visit
http://frankcalberg.com/
Have a great day.