VOICE September 2015 - page 7

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They developed the following improvement pro-
cess:
How successful has this been?
The whole process has yet to be completed. The Ex-
ecutive team are at stage 6. Significantly, each mem-
ber of the Executive team embraced the process to
discuss tough issues openly and to identify their key
areas for development and specific actions for
change. The early signs are more than encouraging.
They have fed back that the creation of a safe place
to talk openly and not be judged was critical to this.
Communication between themselves and their
teams have increased and anecdotal evidence sup-
ports the view that “better things are happening”
and “high quality relationships are developing”.
Summary
Values are integral to organisations and people who
work in them. Leaders must lead by example in
demonstrating behaviours that are consistent with
the organisation’s values. In order to achieve this,
the organisation’s values can themselves be used as
the development tool for improved leadership be-
haviour. Feedback and coaching are effective tools
to enable this to happen.
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Final Thoughts
“Presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-
oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes
imperfectly expressed… Leaders should strive for authenticity over perfection.”
Sheryl Sandberg
“As a leader, it’s a major responsibility on your shoulders to practice the behavior you want others to follow.”
Himanshu Bhatia
“Values aren't buses... They're not supposed to get you anywhere. They're supposed to define who you are.”
Jennifer Crusie
“Living in a way that reflects one's values is not just about what you do, it is also about how you do things.”
― Deborah Day
By Graham Tate
Graham is an Independent People Development Coach,
whose aim is to enable people and organisations to fulfil
their potential. He works with multinationals, SMEs and
individuals
.
References:
1
Keeping Culture, Purpose and Values at the Heart of your
SME, CIPD research Report, May 2014.
2
Employee Outlook Survey, CIPD Autumn 2012.
3
Values and Standards of the British Army, 2008.
1.
Revalidate the existing values, using employee focus
groups, and make any necessary changes.
2.
Develop a simple feedback questionnaire and have
each member of the Executive team complete this on
each other, and for each of them have this completed
by six members of their team (anonymously).
3.
Have the results of the feedback questionnaires col-
lated and individual reports created.
4.
Use an external and independent coach to provide a
safe and trusting environment, this would enable
defensive thinking to be replaced by constructive
thinking, for a couple of one-to-one coaching ses-
sions to discuss the results contained in the individ-
ual reports, and identify individual options and
goals.
5.
Hold a series of externally facilitated Executive team
coaching workshops to share with each other their
feedback, and ideas for individual development, and
gain support from other executive members to pro-
vide them with support in achieving these goals, and
to agree team development goals.
6.
Complete individual and team Commitments to Ac-
tion plans and to review progress of these at fort-
nightly Executive meetings.
7.
Undertake the feedback exercise again in approxi-
mately 4 months to evaluate success and agree any
further action to be taken.
1,2,3,4,5,6 7
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