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Creating Values-led Culture

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Andy Crosbie

on 19 October 2014

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Transcript of Creating Values-led Culture

Off the Page and into Behaviour: Creating Values-led Culture
The BIG IDEA: People do better in Values-led Culture
What does Values-led Culture look like?
How do you create Values-led Culture?
Managers coach their staff to develop an awareness of personal values
You actively value your people
Enable people to have difficult conversations safely
You train and empower people to act from values
- Stories, Conversations, Continual learning
With Values-led Culture:
People :

Identify with their organisation
Feel they belong there
Love going to work
Feel seen, heard and respected
Are empowered to use their own judgement, make decisions and make mistakes
You talk regularly about the organisation's values and find creative ways to build them into behaviour
Regular, hard conversations about values
Organisations experience :

Employees working to protect the organisation
Increased staff retention
Increased giving and receiving of feedback
A clear, shared sense of purpose
Increased productivity
You encourage people to talk and learn about their own values
In recruitment, induction, training, review and meetings
What does our organisation need to do to build and foster these values?
What behaviours must change?
What roadblocks must be removed?
Activity - Taking Action
How do you create Values-led Culture?
Activity - Being Caring
Think of a friend who is a very caring person....
In pairs, tell stories about how this person acts that shows their caring.
Express values as lived experiences
Bring ideas to life
Plus the work of Marshall Ganz (MIT) on Public Narrative
What sort of things do they do – and what do they avoid doing - that demonstrate their care?
Photography by Marion Carroll
Open to development
Activity - Your Values
In pairs, tell stories about times when you have acted from your values:
Think of a time when you would not compromise
Think of a time when you got fired up
Think of a time when you felt inspired or motivated
Activity - Values Clash
How did you feel?
How did you act/react?
Tell a story about a time when you were part of a group, team, or organisation that you felt clashed with your values.
Activity - Values Fit
Tell a story about a time when you were part of a group that you felt shared your values.
How did you feel?
What were the results?
What's the BIG IDEA?
‘Guiding beacon’
Standard of judgement
Motivate and drive behaviour
Deeply felt
Generate consistency
Exist in people alone
Reflect our identity
Discovered not chosen
Inspire us to act
Teach us how to act
Great beginning but not sufficient
Share stories
Belonging and fit
Need to belong
Common purpose
Shared beliefs and values
What is Community?
Allows great accomplishments
Looking out for each other
Why do we form Communities?
‘Who we are’
Many different cultures
How we do things
Particular beliefs and values
What is Culture?
Strong Cultures have...
“Yes, that’s who we are. I’m a part of that and I care deeply about that.”
Clear sense of who they are
Communicated clearly
Feeling of belonging
Shared values
Activity - Purpose
What is this organisation’s purpose, cause or core belief?
What is it trying to achieve?
Activity - Organisational Values
Tell a story about something that someone who works for this organisation has done that really impressed you. What do you value about that person?
Tell a story about what we, as an organisation, are like when we’re at our best.
Activity - Organisational Values 2
Based on these stories, what are some of the values of our organisation?
Acting from Values
Acting from Values
Values are the opposite of control
Not rules but judgement
Ethics is largely sound judgement
“Act lovingly…”
Everyone doesn't have to agree
Cannot avoid situations where judgement is required
Dangers in not investing in people’s judgement
More than mere rule-followers
Activity - Scenario 1
You work for a not-for-profit organisation. You spoke to a person who wanted to make a very large donation to one of your company’s popular programs before moving overseas and out of contact. When the donation came through, you noticed it didn’t specify which program it was to be used for.
One of your smaller programs is currently in danger of closing without additional funding and colleagues of yours will lose their jobs. You could use this donation to fund this smaller program for the next year.
What would you do acting from...[value]...?
Activity - Scenario 2
You’re the CEO of the Healthy Life breakfast cereal company, a strong believer in healthy living, and you’ve made this company a success. Healthy Life has just been bought out by Big Tobacco.
In the restructuring, you’re offered control of the failing tobacco products division to increase its market share. Unsurprisingly, you don’t like smoking. But if you don’t take this position, someone who does not have your scruples will.
(From Grace and Cohen, Business Ethics)

What would you do acting from...[value]...?
Activity - Scenario 3
Your employer has just instituted a no-smoking policy for all staff in order to cut down on healthcare costs (which the employer pays) and promote a healthy lifestyle. They have started testing employees to see if they smoke. Anyone who fails the test stands to lose their job.
This test therefore doesn’t just cover your behaviour at work – it also governs how you behave at home. You like your job and you believe in the importance of a healthy lifestyle but you strongly disagree with this policy.
(From Grace and Cohen, Business Ethics)

What would you do acting from...[value]...?
Activity - Scenario 4
You are the manager of a small team, all of whom you recruited and who have worked with you for the past five years.

Budget cuts mean that one member of your team will have to be let go and you have to choose. You believe that all the roles are equally important. There is no chance of raising additional funding.
What would you do acting from...[value]...?
Activity - Scenario 5
There has been a spate of thefts in your office. The suggestion has been made that you install security cameras to catch the thief.
However, there have been significant objections from staff, including people who have been victims of the thefts, that installing cameras is not in keeping with the company culture. People are concerned that it will undermine the trust the currently exists between people and organisation.

What would you do acting from...[value]...?
Activity - Scenario 6
You work for a funding body, responsible for distributing a series of grants. A proposal has come in from a community organisation to turn a derelict lot into a park for children. Your boss has directed you to award a grant to this proposal.
However, on closer inspection you realise that this park would be situated close to where your boss lives and would benefit his children.
What would you do acting from...[value]...?
What makes someone a Leader?
Signs of leadership are found among the followers
Ability to inspire and motivate
Make it possible for followers to contribute
Able to communicate what they value - and to listen
Clear on their own beliefs and values
Help to develop high quality relationships
Role models
Enable people to express their gifts and realise their potential
Qualities of Good Leaders
Actions speak louder than words
Lack of discussion, comment, question = bad
Hold people accountable
Connect organisational values to personal values
“This task will engage your creativity…”
Personal values discussed and promoted
Close the gap between people and organisation
Involve people in decisions concerning their work
Give people space ‘to bring their own magic’
Encourage people to look for new ideas
Encourage people to be open to giving and receiving feedback
Make organisational values provide a standard of evaluation and judgement
Allow people to make decisions, use judgement and make mistakes
Activity - Your Commitment
What two things will you do after this workshop to bring our organisational values to life and put them into action?
Common Values Gaps and Problems
What the organisation says its values are and how it acts
Conflicts between organisational values
Little overlap between organisational values and employee’s values
Unclear about values
“Human organisations are not actually mechanisms and people are not components in them. An organisation is not the physical facilities within which it operates, it is the networks of people in it.”

Ken Robinson – TEDx Talk
“Dehumanising cultures foster the highest levels of disengagement – they create values gaps that actual humans can’t hope to successfully navigate.”

Brené Brown, Daring Greatly
“Those who lead are able to do so because those who follow trust that the decisions at the top have the best interest of the group at heart. In turn, those who trust work hard because they feel like they are working for something bigger than themselves.”

Simon Sinek, Start With WHY
“Getting people to engage and take ownership isn’t about “the telling” but about letting them come into the idea in a purpose-led way, creating the space for others to perform.”

Brené Brown, Daring Greatly
“Work should be and can be productive and rewarding, meaningful and maturing, enriching and fulfilling, healing and joyful.”

Max De Pree, Leadership is an Art

“Great companies don’t hire skilled people and motivate them, they hire motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left.”

Simon Sinek, Start With WHY
“When failure is not an option, we can forget about learning, creativity and innovation.”

Brené Brown, Daring Greatly
The Importance of Values
The Altruistic Personality by Samuel and Pearl Oliner
The Holocaust: rescuers vs bystanders
"Rescuers integrated values into their lives well before the war began – and remained committed to them long after it ended"
"Rescuers did not simply happen on opportunities for rescue; they actively created, sought, or recognized them where others did not. Their participation was not determined by circumstances but their own personal qualities."
"Rescuers emphasised that they had learned ethical values"
Shared Responsibility
We are all responsible for values and culture
1.Personal Values
2.Community, Culture and Acting from Values
3.How to Create Values-led Culture
Values, Virtues and Vices
Every value has its dark side
Values are not necessarily ethical
Excellence as a human being vs excellence in role performance
Need to focus on both
If everyone merely does their job, organisational irresponsibility may still result
Prepare ourselves to act well in challenging circumstances before they occur
Model the behaviour we want to see
"In a culture of discipline, people do not have jobs, they have responsibilities" - Jim Collins
Two moral points of view
Shapes behaviour of the individuals within it
Provides new individuals with good examples to copy
Culture vs strategy
Model the behaviour you want to see
Managers coach staff to act from organisational values
Full transcript