Archives for category: Value

What are the 1 or 2 values that you wish were embraced and lived out by those you work with? When it comes to the team you lead, what value do you hold that you wish those on your team held to the same degree of importance?

What 1-2 values top your list? What would you name or call that value that is most important to you? These could range from a varying list of examples like integrity, honesty, win-at-all-costs, people-over-profit, kindness, collaboration, results-driven, or ?? Generally, think of your values as those important things that do not change with time or due to challenges, threats to success, or wild success. What values rise to the top of your values list as you mentally sift through the myriad possibilities? Jot down 1-2 (or possibly 3) values that are most meaningful to you.

1. Name the Values Most Important to You

How will you define the top 1-2 values that you’d like to see embraced by those you work with and lead? Assumptions get us nearly every time! Let’s be sure that we are not setting ourselves or our teams up for frustration by assuming that “everyone knows what this means,” because they may not define a value just like you do. Describe the dictionary-definition and meaning of each value that you named above.

2. Define the Values Most Important to You

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Paper and Pen Work

What does each of these values look like when they are being lived out? How can you describe the behaviors and actions associated with each of these values most important to you? Consider your workplace and team culture. Think about how interactions of team members and those you lead may look and sound when these values are in action.

3. Describe the Behavioral Impact of Each Value

The process of naming, defining, and behaviorally describing each value that you want to live out – AND that you desire those you lead to embrace and live out is powerful for a few reasons. First, it helps you clarify for yourself what values you desire to govern your behavior. Second, it provides you a tangible way to share these values with those they lead. The shared definition of each value helps you all speak the same language. The behavioral description of the values you share provides a pictorial way for others to imagine themselves relative to this value. And third, when you share these values, this equips those on your team to modify their behaviors and attitudes in order for the team to function in a more unified manner as the collective team espouses the same values.

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Technology works, too. Just capture your ideas!

 

4. Share the Values That Matter Most to You with Those You Lead … And Live Them!

Authentically leading from your heart and mind by sharing your top values represents a powerful aspect of the art of leadership. Knowing and sharing the values that matter most to you provide underpinnings of crafting your vision storyline of where you are leading. Or conversely, if you have already written your Vision Storyline for where you are leading, most likely the values that matter most are described in your vision, because they naturally came from your heart.

Great leaders are continually learning. Great leaders are continually developing.

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When will you share your values with your team?

I invite you to use these 4 steps to craft your values as a jump-start toward powerful leadership in your learning pursuits.

By Dr. Heidi Scott   – The Leader’s Consultant, Speaker, Trainer & Coach  http://www.LearningPursuits.com

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I spent last week with coaches and athletic directors from the National Christian College Athletic Association (NCCAA) at their annual convention that I spoke at. What a dynamic, focused, and joyful group of people!

Kicking off the NCCAA Convention in St. Louis: Vision to WIN

Three things stood out to me about these leaders:
1. Authenticity is attractive. In listening, observing, and talking with these leaders, I could tell there was a connection in “walking their talk.” Their personal convictions and value of their school and athletic program mission and purpose statements rang true.
2. They possess an ethic of care and love for people over profit. In today’s world, this is refreshing and magnetic. This is not to say these coaches and athletic directors aren’t interested in the bottom line – whether it’s measured with their department/program budgets or their win-loss records. Their concerns for developing people around them to know and love Christ and live with meaning and purpose simply trumps their desire to “profit.”
3. A sense of urgency to improve the performance of themselves as leaders, of their teams, and programs focuses them. Like most college coaches, desiring a general sense of improvement “down the road” isn’t good enough. Their openness and desire to learn launches their quest for leveraging tools and consulting strategies to equip their team to improve . . . now, this season, beginning today.

These key questions may help us reflect and grow as leaders:
• Am I authentic in my life and work? Do I “do” what I say is important?
• Do I value people or profit (measured in financial gain or wins) more than the other? How do my behaviors and attitudes reveal this?
• What is my sense of urgency to improve the performance of my leadership effectiveness and of my team in and out of the heat of battle?
• How attractive is my leadership?

By Dr. Heidi Scott, the Leader’s Coach

“How do you know when you need to leave an organization because of a values mis-match from the C-level, even if you are a leader who enjoys the department you lead and your client interactions?” This was a recent question asked to me by a high-level leader in a large organization on the other side of the nation. She wanted to know if we could talk and if I could advise her.

Advise her about this in a coaching session? No. Ask her the right questions in a coaching session? Yes – or at least I’d give it my best shot.

Values mis-match at work? These coaching questions may be of help.

When you discover that the espoused values of the “CEO and company” are different than what you signed on for, and that your values aren’t aligned to them, it’s time for some soul searching and contemplation. Regardless of what values are hanging on the wall in a corporate mission statement, you just know in your gut when there’s a values mis-match.

Some questions to help you discover what to do may include a few of the following:

  1. Are you operating on assumptions about the values that the C-level is embracing by its behaviors? Or have you inquired with “them” to check your perceptions?
  2. Are the corporate values being lived out ethically, legally, or morally wrong? If the answer is yes to any one of these, is it safe for you to continue working in that organization?
  3. Are you able to shelter the people you lead within the organization from the poor values being embraced at the C-level? If so, does this exhaust you to an unhealthy point, or is it a challenge that leaves you engaged and motivated most of the time?
  4. Where is your point where you know it’s time to move on? Is that point related to your physical, emotional, or mental exhaustion? Is there a point where a loss of joy will indicate it’s time to exit?
  5. If the values mis-match is not one that could land you in jail, does it make financial sense for you to jump ship now, or do you need to wait for a more opportune time? Do you need to begin looking for the next career place to step? Or do you need to have your next career move lined up before you leave where you are?
  6. If for a week you mentally “pretend” that you are sticking it out where you are indefinitely, what does that feel like in your gut? During a week of not entertaining the question of leaving, are you spurred on to thinking of creative ways to modify the culture or make it much more than simply tolerable?
  7. And if you take a week and mentally plan on leaving your current company to work in one where there is a strong values match, how do you wake up feeling each day? Does it bring stress or relief – and why?

A great coaching session rarely ends with coachees having gained perfectly clear “answers” to challenges. But if a person leaves the coaching session with the right issues to ponder and consider, he or she will usually discover the right steps of action to take. And those will most often be the right ones because they emerged through marinating thought – and (hopefully!) will resonate with the heart.

Is it time for you to proactively change the culture and espoused values of the company you work in to more positive ones? Or is it time for you to seek a better fit between the values you esteem and those of the organization you work for?

Dr. Heidi Scott, the Leader’s Coach    http://www.LearningPursuits.com