#1 Model the Way
PIERRE BANKS, JAMIE BARINGER, DIANE CONWAY, RACHEL FLICK, CHRIS SCOTT
Defining Values
 Importance
 Principles
 Ideas
 Opinions
 Preferences
Values Guide Action
 Leadership
Practices
 Decision Making
 Ethics
 Credibility
 Authenticity
Three Stages of
Self Expression
Looking out
Looking In
Moving on
In your own
Words
COMPETENCE

You cannot do what you don’t know
how to do

Walk the talk

Phonies and Fakes vs Genuine
Commitment #1:
Find Your Voice by Clarifying Your Personal Values

Look in the mirror

Take time for contemplation

Write a tribute to yourself

Record the lessons from the
leaders you admire

Credo Memo

Engage in a credo dialogue
assessment

Collect stories that teach values

Audit your ability to succeed
and
Build and Affirm
Shared Values
Leaders strive
to lead their
Team from
What “I”
Believe to
what “WE”
Believe
Shared values make a significant and
positive difference in work attitudes and
commitment

Foster string feelings of personal effectives

Promote high levels of company loyalty

Facilitate consensus about key organizational
goals and stake holders

Encourage ethical behavior

Promote strong norms about working hard
and caring

Reduce levels of jobs stress and tension

Foster company pride

Facilitate understanding about job
expectations

Foster teamwork
Align
Actions
with Values

Five essential aspects to behavior and
actions that a leader needs to be
conscious about in their effort to align
shared values through.

Calendars

Critical incidents

Stories, analogies, and metaphors

Language

Measurements
Commitment#2
The team is “Action” and their goal is to make to the
End Zone one play at a time
Shared Values + Core Beliefs = Actions
Meet the coach
Coach Credibility is so called because he does what
he says he is going to do
He pays attention to what he is doing through:
• High performance standards
• Caring attitude
• Uniqueness and pride
Shared Values + Core Beliefs = Actions
TELL THE RIGHT STORY
TO GET THE RIGHT RESULTS
Tell the story”
Do a
personal
audit
Reinforce
through
artifacts and
symbols
Keep Score
“Bring it” The
Drama
What you say reflects what you
believe. What you believe
impacts what you do. What
you do is the sum total of who
you are; you become who you
are by the voices that affirm
you.
Ask the right
questions
Shared Values + Core Beliefs = Actions
References
Ambrechts, F. J., Bouwen, R., Grieten, S., Huybrechts, J. P., & Schein, E. H. (2011). Learning to Help Through Humble Inquiry
and Implications for Management Research, Practice, and Education: An Interview With Edgar H. Schein. Academy
of Management Learning & Education, 10(1), 131-141.
Drucker, P. F. (2005). Managing oneself. Harvard Business Review, 83(1), 100-109.
Garrett-Staib, J. & Burkman, A. (2015). Leadership practices of Texas female superintendents. Advancing Women in
Leadership, 35(1), 160-165.
Kouzes, J. M. & Posner, B. Z. (2006). When leaders are coaches. In Goldsmith, M. & Lyons, L. S. (Eds.), Coaching for leadership,
2nd ed. (pp. 136-144). San Francisco: Pfeiffer.
Posner, B. Z., & Munson, J. M. (1979). The importance of values in understanding organizational behavior. Human Resource
Management, 18(3), 9-14.
Smith, R. (2012). Clarifying the subject centered approach to vocational learning theory: Negotiated participation. Studies in
Continuing Education, 34(2), 159-174
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco: Jossey-Bass
http://www.nestle.com/asset-library/Documents/Library/Documents/People/Management-Leadership-Principles-EN.pdf