Whaddayamean, Value - PowerPoint PPT Presentation

Title: Whaddayamean, Value


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Whaddayamean, Value?

• A Concise, Entertaining Guide to Defining Value
  for HR Professionals

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Why bother?

• Value is one of the biggest hidden stumbling
  blocks for HR as we try to make an impact.
• If a project fails, mis-perceived values probably
  had a lot to do with it.
• If a tree falls

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Why bother?

• This is the big one. The big kahuna. Figure
  value out, and the world is your oyster.
• Most people think they control value in what they
  do. Simply put, theyre wrong.

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When you understand value

• You will be taken more seriously
• Your luck will get better
• You will find parking in crowded spots
• Your posture will improve
• Others will find you more attractive
• Your pay will increase

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When you understand value

• Children will think you are interesting.
• Elders will find you profound.
• Your peer group will laugh at your jokes.
• You will stick to your diet.
• Your pets will not shed.
• You will find a purse that goes with everything.

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What we will cover

• Life and death
• A definition
• A long, slow process
• A fast, effective process
• Proof that it works
• Permission to scare people
• Defining your own values

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Value is Benefit minus Cost

• Good when benefit is greater than cost.
• Two definitions
• Worth in usefulness or importance to the
  possessor normal people
• Value Benefits gt Costs - CFOs

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Value is Benefit minus Cost

• Key point
• Whoever is offering the goods or services does
  NOT define value.
• The consumer creates and perceives value.
• 100 of value lies within the consumer.
• Value changes based on who, what, where and when.
• Example the new drink machines.

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Key point HR often has no value

• Fact - HR professionals are not good at
  communicating value
• If value hasnt been communicated, it doesnt
  exist in the bosss mind.

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Key point Relationships

• Relationships are based on value.
• If you think someone consistently delivers value
  to your life, you will build and maintain a
  relationship with them.
• If they stop delivering value, the relationship
  dies.

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Key point Relationships

• Are you bringing value to your relationships?
• Your family?
• Your peers?
• Your boss?

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Key point Relationships
Me vs. Brother
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Value and Values whats what?

• The value of something is calculated in your
  head, decided on the spot.
• To confirm, have your customers explain how your
  product or service will help them.
• Dont get comfortable, as perceived values shift
  quickly with outside forces

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Value and Values whats what?

• Your values are strongly held beliefs, slowly
  changing over a lifetime
• Your core values drive your attitude, how you
  act, what you value.
• Core values can shift, generally slowly over
  time. Observe your grandparents
• Fast shifts can happen after near-death events

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Whats What?

• Both you and your organization have core values.
• Do you have a grasp of your personal core values?
  Your organizations core values?
• Mine
• Do good, and good will come from it.
• PSM, my organization
• Help others grow with good people policies, and
  PSM will grow with them.

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Aging vs. young values

• Aging
• Organizations
• Opportunities are problems
• All forbidden unless expressly permitted
• Success comes from avoiding risk
• Form over function

• Young Organizations
• Problems are opportunities
• All permitted unless expressly forbidden
• Success comes from taking risk
• Function over form

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The value problem with HR

• They are the CxOs we blame
• They dont like spending money
• They dont understand our metrics, so they dont
  trust us
• Few of their CEO and CFO and COO buddies are
  doing anything different
• They say Our people are our most important
  asset then

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The real value problem with HR

• We dont see all of the costs that the consumer
  (the CxO) sees. The error comes in the
  definition of cost. We focus on the . The
  additional cost issues are
• Effort
• Risks
• Hassle

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The real value problem with HR

• We dont get what the CEO truly values
• We dont understand the core values that are
  driving their decision making.
• We take them at face value. Dont.
• Executives can talk about integrity and
  honesty all they want, but if their actions
  conflict with what they say, look to what they
  actually do as a true representation of their
  core values.

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What does this CEO value?

• You have fixed costs, you have variable costs,
  and you have profit margins. And that's it. If
  you don't have a handle on that stuff, then
  there's nothing else to talk about. If there is
  no profit margin, you're in trouble.
• Jeffrey Dachis, Cofounder and former CEO
  Razorfish Inc.

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or this one?

• Don't create a product and just expect that
  people will come. Solve well-defined problems
  that your customers need solved .
• Bob Paul, CEO, Covisint LLC .

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Pay attention to disconnects

• If they say price is not important, but they
  continue to buy on price, the actuals trump the
  intents.
• You should (gently) challenge them when a
  conflict emerges between what they say they value
  and what they actually do. It helps you uncover
  their real priorities and builds your credibility
  (or may get you in trouble)

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The real value problem with HR

• The standard keeps rising each year
• If we maintain high quality, it is not enough
• Usually HR does not step forward and offer
  concise value statements.
• Sometimes it offers them too often.
• Both methods are wrong.

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Use the power of summary

• Information overload is shortening attention
  spans
• GenX/GenY values just in time learning,
  competent leaders that are visionary
• A key measure of intelligence is storytelling
• A key skill of storytelling is the power of
  summary

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Get better at communicating

• The power of summary
• Tell the punch line first
• Focus, Attitude, and Listening
• Speak their language

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Participation time - Values

• Take 30 seconds to review your life
• Take 30 seconds to summarize your core values
• Tell your neighbor

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Participation time - Values

• Take 15 seconds to review this speech
• Take 15 seconds to define what you value the most
  so far
• Tell your neighbor

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The slow process

• The coaching model works involved
  self-examination of the process and the outcomes.
• Were trying to understand and clarify the values
  of the boss, and bend them to support HR

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The slow process

• Change values, then
• Attitudes will shift, then
• Behaviors will change.
• Slow? Yes.
• Effective? Usually.

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The fast process

• Trigger a near death experience
• Almost kill them
• Throwing the elephant a book by Stanley Bing

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Near death experience

• Changes everything in life, if you live
• Sometimes an entire group can almost die
  together.
• Sometimes you almost die alone.

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Near death experience

• Can an organization have a near death experience?
• Fire!
• Bankruptcy!
• Values are changed
• Attitudes are driven by values
• Behaviors are driven by attitudes
• Behaviors are changed

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Get more aggressive

• Constant thunder is ignored, so pick your fights.
• Know when to hold em, fold em
• Watch for a coming near death experience,
  figure out where you want to be when the ground
  stops shaking, and get there first.

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Advice from history

• It is much safer to be feared than loved
• inspire fear in such a way that, if he does not
  win love, he avoids hatred. - Niccolo
  Machiavelli,
• Key point now and then, be an optimistic
  contrarian

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Communicating value

• A value proposition is an offer in which
• they get more than they give up,
• as perceived by them,
• and in relationship to alternatives,
• including doing nothing.
• A value proposition is a clear statement (2-4
  sentences) that outlines an organizations unique
  value-creating features.

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Participation time - Values

• Take 15 seconds to review the value you bring to
  your job
• Take 15 seconds to define what your boss values
  about you
• Tell your neighbor

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Use This Knowledge to SPIN Values into Action

• Situation
• Problem
• Implication
• Need

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The Secret to Success in Life.....

• Value. If not the most Powerful word in
  Business, its in the top 2.
• Everything revolves around Value -
• Hiring Decisions.
• Firing Decisions.
• Promoting Decisions.
• Demoting Decisions.
• Success Decisions.
• Failure Decisions.

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The Secret to Success in Life.....

• Just about all decisions are influenced by some
  form of Value, including decisions about YOU in
  the workplace (and any other place.)

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The Secret to Success in Life.....

• Here is a question that, if you GET IT, could
  change your life radically, and put you on course
  to success..
• A question you should ask yourself every
  day....for the building of a life of extreme
  value...

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Value - The Secret to Success in Life.....

• Answering this question could change you on the
  inside so much, you would
• look at life differently,
• approach life differently, and
• live life differently.
• And would revolutionize everything and everyone
  around you....

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• "What would happen...
• if I doubled what Value I bring
• to my Company,
• Industry,
• and everyone around me...
• every year?"
• Try adding 1 more per working day.
• I just gave you the secret to getting anything in
  life you want....
• did you get It?

43
I give you permission

• See value
• Be more clear
• Be more aggressive
• Be more confrontational
• Be more of a positive contrarian
• Be more SCARY when appropriate
• Be more a part of the value equation

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Now, get out there and become more valuable!

• Karl Ahlrichs, SPHR
• Kahlrichs_at_psmin.com
• 317-250-9081