The Logic of Values
| posted by Richard DietrichRoute Map To Four Times Profits
If I were to speculate about why so few companies successfully adopt a “values-based” leadership approach it would be because it demands a good understanding of the theoretic underpinnings of the approach and a careful application of the ideas step by step. Few leaders possess this patience. In fact anything that can’t contribute to improved performance in two quarter, does not make it onto the business agenda.
Switching leadership styles makes intellectual demands on operational managers, who are more likely to be focused on winning the daily bread than making jam for tomorrow. So the first thing required is the creation of what Kotter calls a guiding coalition. The leader must nurture the guiding coalition of change managers until they have a deep understanding of the power and processes of “values-based” leadership. They must acquire an appealing vision of the rewards attached to it and a steely determination to see the process through. It is a shared vision of success and achievement that will motivate and sustain the guiding coalition through the transformation.
To help you gain an overview I offer you: The logic of values.
The diagrm can be seen at : www.praxis-uk.com/wordpress/2008/02/06/route-map/
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Action is needed on each and every step in the logic of values.
There is a specific set of tools attached to each stage in the process and these align with the major management disciplines.
In the next posting we will discuss “ Purpose and Values’ and offer suggestions on how to establish and align them within the company.
Person Centred processes require coaching, I will discuss this in the future and post all the coaching tools I have used with CEOs since 1991.
Motivation is the responsibility of leadership; I will discuss this topic and lead you to the ‘Motivation Metric’ an important tool for monitoring motivation levels within an organisation.
And the whole point of the exercise is to raise the level of productivity. This requires not just good financial reporting but an integrated performance management. I will dedicate a complete section to this issue.
Weaving through these elements of the process is a requirement to understand the strategic process; we will look at best practice in this field and introduce you to some simple and effective tools. One of the big benefits of a ‘values-based’ leadership approach is that it can release boundless creativity within any organization. You want to know how to capture this power and focus it.
