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The Key to Unlocking Employee Engagement Presented by Cynthia Scott, Ph.D., M.P.H Author of The Values Edge System

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Why do Values Matter?

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Values are the language of WHY.

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I get funny phone calls. ” new culture! “I want to change a our values!” “I want “I want my company to have values!” “More innovation!” “More prod uctivity!” “More entrepreneurial spir it!”“More sustainability!” “More customer focus!”

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They already have values.They just need to take the time to examine what they are and how to use them.

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Today’s Session How values are formed and shaped Why do values matter in the workplace How to build a values aligned team

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What are your top values?

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Take Note Where did you learn these values? Have they changed as you grew? How long have you had these values? Keep these thoughts with you throughout our session to reflect on your values.

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How values are formed and shaped

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Personal Values: Foundation of Culture Values BeliefsResults Actions

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A Source of Navigation Based on ones judgments about what is important in life An integral part of every culture, contributing to people’s choices and behaviors Can be positive or negative Emerge at different stages of human development Marketers look at how values guide buying behavior

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“Values are caught, not taught.” Family School Community Brain Pathways

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All generations have similar values… they just express them differently.  Family (72%)  Happiness (46%)  Integrity (65%)  Self-Respect (45%)  Achievement (48%)  Wisdom (45%)  Love (48%)  Balance (39%)  Competence (47%)  Responsibility (38%) Source: “Retiring the Generation Gap” Jennifer Deal, Center for Creative Leadership

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What does everyone wantin a workplace? Trust. Respect. They just don’t define it the same way. Loyalty. Depends on the context, not on the generation. No one really likes change. Source: “Retiring the Generation Gap” Jennifer Deal, Center for Creative Leadership

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Why do values matter in the workplace

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Shared values pay off.Individuals values are mirrored in the work place.Organizations with a strong corporate culture based on a foundation of shared values outperform other firms by a huge margin.  Revenue grew more than four times faster  Rate of job creation was seven times higher  Stock price grew twelve times faster  Profit performance was 750% higher Source: “Corporate Culture and Performance” Kotter and Heskett, New York: Free Press 1992

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Values unlock employee engagement. Companies that consistently focus on building strong corporate cultures over a period of several decades outperformed companies that did not by a factor of 6. And outperformed the general stock market by a factor of 15. Values alignment is essential for success! It is important to understand what values an organization currently has and how they were created.Source: “Built to Last: Successful Habits ofVisionary Companies”, Collins and Porras,1994

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Values motivate positive behavior.

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Stand up for your values. People admire most those who believe strongly in something and who are willing to stand up for their beliefs. And bring their personal values to the workplace.Source: “The Leadership Challenge”Kouzes and Posner, 2007

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Leaders share their values. Leaders and managers are expected to speak out on matters of values and conscience.Source: “The Leadership Challenge”Kouzes and Posner, 2007

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Values focus the conversation.

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Individual & Organizational Values Aligned Job stress and tension reduced. Company pride fosters. Teamwork and spirit engages. Company loyalty grows.Source: “The Leadership Challenge”Kouzes and Posner, 2007

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How to build a values aligned team

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Values Research Foundation• Milton Rokeach, Nature of Human Values, 1973• Sid Simon, Values Clarification, 1995• Collins & Porras, Build to Last: Successful Habits of Visionary Companies, 1994• Arie De Geus, The Living Company: Habits for Survival in a Turbulent Business Environment, 1994• Kouzes & Posner, The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations, 2007

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Measuring Organizational CommitmentClarity of HIGH 4.87 6.26OrganizationalValues LOW 4.90 6.12 LOW HIGH Clarity of Personal Values Source: “The Leadership Challenge” Kouzes and Posner, 2007

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Start with Personal Values

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How to Clarify Personal Values

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The Values Edge SystemAn Exercise in Personal and Team Discovery By Cynthia D. Scott, Ph.D., MPH, and Dennis T. Jaffe, Ph.D.

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Values Edge Step 1Identify and clarify personal values.

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Values Edge Step 2Identify group or team values.

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Values Edge Step 3Identify specific behaviors that demonstrate the values.

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Values Edge Step 4Align personal and team values with the organizational strategy.

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Values Journey MasteryRelationships Self- Expression Intrinsic Tradition Inner Development Lifestyle

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ApplicationCross Generational Conversations Large bank develops a family foundation values statement.Employee Engagement Major restaurant chain builds employee engagement by creating a conversation toolkit and including values questions into the hiring process.

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Unity is forged, not forced. There is no one specific set of successful values. A common understanding of values emerges from a process, not a pronouncement. Successful companies may have very different values at different times. Refresh and revalue if needed. A unified voice results from discovery and dialogue, not silence and compliance.

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Leaders Build CultureMake values a part of the daily or weekly conversation.Ask fundamental questions: Whats our purpose? What ultimate impact do we seek?

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“A company’s values - what it stands for, what itspeople believe in - are crucial to its competitivesuccess. Indeed, values drive the business.” Robert Haas, Former Levi Strauss Chairman/CEO Harvard Business Review, Sept – Oct 1990

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Don’t miss out!The Values Edge System:An Exercise in Personal and TeamDiscovery.Only $262.50 Exclusive 30% offRegularly $375.00coupon ValuesWebinar through 7/31/12 Includes:  Workshop Instructions  Theoretical Background  Reusable Values Card Decks  Participant Take-Away Values Pyramid  30-day perfect-fit guarantee! Additional questions for Cynthia may be submitted to: Sara Montgomery | (610) 292-2641 | Webmeeting1@hrdq.com Visit us at: Copyright 2012. All rights reserved. Not for resale. www.hrdq.com www.HRDQstore.com