Business 488

1
Business 488

• Leadership Class 4

2
Review of Class 3

• Any comments from last class?
• Assignments any questions?
• Leadership Credo due this week
• Any Leadership in the news?

3
Discovering Your Values

• Look in the mirror
• Take time for contemplation
• Write a tribute about the ideal you
• Listen to the Masters those whom you admire
• Write your Credo values and beliefs that you
  would like to steer your employees in your absence

4
Discovering Your Values

• Engage in a values /credo dialogue with someone
  else
• Collect stories that teach values
• Audit your ability to succeed
• Pay attention to how you feel

5
Goffee and Jones

• 4 Qualities of inspirational leaders
• They selectively show their weaknesses
• They rely heavily on intuition to gauge the
  timing and course of their actions
• They manage with tough empathy
• They reveal their differences

6
Model The Way

• Commitment 1 Find your voice
• Clarify your values and express yourself

7
Model The Way

• Commitment 2 Set the example by aligning
  actions with shared values

8
Set the Example

• Essentials
• Build and affirm shared values
• Align actions with values
• Leaders show by their example that they are
  deeply committed to the values and visions they
  espouse

9
Shared Values

• Foster strong feelings of personal effectiveness
• Promote high levels of company loyalty
• Facilitate consensus about key organizational
  goals and stakeholders
• Encourage ethical behaviour
• Promote strong norms about working hard

10
Shared Values

• Reduce levels of job stress
• Foster pride in the company
• Facilitate understanding about job expectations
• Foster teamwork and esprit de corps

11
Importance of Shared Values

• Firms with a strong corporate culture based on
  shared values
• Revenue grew 4 times faster
• Rate of job creation was 7 times higher
• Stock price grew 12 times faster
• Profit performance was 750 percent higher

12
What values?

• Differ from company to company
• Emerge from a dialogue/process, not by
  pronouncement
• Must be able to be translated into job
  performance
• Must contribute to organizational success

13
Align Actions with Values

• 5 essential behaviours
• Align how you spend your time
• Use critical incidents to teach
• Use stories, metaphors and analogies to teach
• Chose words and questions deliberately
• What gets measured gets done!

14
Questions Leaders Could Ask

• To get people to focus on
• Integrity
• Customer satisfaction
• Quality
• Innovation
• Growth
• Personal responsibility

15
Central Themes for Success

• Highly successful, strong-culture organizations
  have
• High performance standards
• A caring attitude toward people
• A sense of uniqueness and pride

16
Gandhi

• What shared values guide Gandhi and his
  supporters?
• How does Gandhi Set the Example?

17
Psychological Leader

• May be the same or different than the designated
  leader
• Is the person in the group that the others
  respect and look to for decisions

18
How We Become Leaders

• Inherit (a family business)
• Purchase (a business)
• Earn (your way up through the ranks)
• Network (politicians)
• Abilities/Technical skills (lead hands)
• Physical or emotional characteristics
• Gender