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Why Values Matter: The Power of Values Governance at Markham Public Library

This presentation discusses the significance of values governance at Markham Public Library, exploring the process of co-creating staff values and implementing them to enhance organizational culture and resolve interpersonal issues. The benefits of values governance, the role of values champions, and the importance of collective accountability are also explored.

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Why Values Matter: The Power of Values Governance at Markham Public Library

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  1. Why Values Matter The Power of Values Governance at Markham Public Library Cheryl MarcusActing Branch Librarian, Markham Public Library – Unionville Branch Andrea Cecchetto Branch Librarian, Markham Public Library – Milliken Mills Branch Panelists:Catherine Biss, David Dycke, Nancy Gillespie, Georgina Perrier

  2. Why Values Matter: Outline • Why Values? • What are Staff Values? • Using the Staff Values • Benefits of the Staff Values Process • The Co-creation of the Values: • Choosing the Values • The Values Champions • Our Values Panel: First-hand perspectives and experiences

  3. Why Values Matter: Objectives • Provide an overview of self-management process through values governance • Describe a framework to initiate values governance • Outline process to enable staff to resolve interpersonal issues • Explain how ‘values’ increase collective accountability and ownership

  4. Why Values? The MPL Experience • Identified need to address interpersonal issues and staff satisfaction • Create a united organization through values governance • Staff were asked to envision what it would take to achieve this - what would that organization be like?

  5. What are the Staff Values? The Four Values: • Respect • Communication • Common Focus (Service) • Teamwork

  6. Staff Values RespectEmpathy, courtesy, inclusiveness Examples: • Treat others as they would like to be treated • Be punctual at all times

  7. Staff Values CommunicationCorrecting insufficient communication; how to communicate Examples: • Provide and accept open, honest expression with no fear of reprisal • Listen actively and probe for clarity

  8. Staff Values Common Focus (Service) All staff recognize that customer service is our common goal Examples: • Provide seamless service to customers • Discuss, share and implement best practices across the system

  9. Staff Values Teamwork Be supportive and accountable; helping one another and nurturing relationships • Examples: • Commit to one team working together for the betterment of the MPL system • Help one another, even when it is not one’s direct responsibility

  10. Using the Staff Values Staff Values are: • Designed to aid in the resolution of interpersonal issues by and between staff members • Code of conduct to guide daily behaviour • Staff-driven and co-created • Used to create a unified organizational culture

  11. Using the Staff Values Staff Values ARE NOT: • Management or Union driven • A means of resolving performance issues • An arbitration process • EAP or HR initiative

  12. Why Values Work Values work because they are: • Staff-driven • Co-created • Observable • Championed by front-line staff at each work site (i.e. Values Champions) • Sustainable (e.g. monthly reviews)

  13. Benefits of the Staff Values Process Benefits: • Break down silos • Improve morale & create a satisfying work environment • Empower Staff • Increase accountability

  14. The Co-creation Process • Staff describe the best possible working relationship – staff volunteered • Determine how that relationship can be describe in terms of values • Staff sign Declaration of Interdependence • Create Values Champions; provide training • Hold monthly meetings – front line staff only

  15. The Co-creation of the Values: Choosing the Values Features of the Staff Values: • Chosen freely • Chosen among alternatives • Chosen after examining consequences of each alternative • Prized and Cherished • Affirmed • Acted Upon • Repeated

  16. The Co-creation of the Values: The Values Champions Who are the Values Champions?: • Members of staff – all levels • Cross-section of talents • Departmental representation • Volunteers that believe in the process

  17. The Co-creation of the Values: The Values Champions Characteristics and Qualifications: • Empathetic • Impartial • Approachable • Supportive

  18. The Co-creation of the Values: The Values Champions The Role of the Values Champions: • Act as facilitators, NOT problem solvers • Promote and model values • Provide orientation to new staff

  19. The Co-creation of the Values: Employee Responsibilities Employees have responsibilities too! Declaration of Interdependence – Staff must do their best to live the values and to hold themselves and each other accountable for success

  20. The Co-creation of the Values: Employee Responsibilities Staff should: • Feel comfortable approaching Values Champions • Feel empowered to deal with their own difficult situations • Understand the role of the Values Champion

  21. The MPL Values Panel: Experiences and Perspectives

  22. Additional Information For further information on starting the Values Governance Process at your Organization contact: David Dycke D.G. Dycke Consulting 416 368-4399 416 995-6300 daviddycke@mac.com To contact the Presenters: Andrea Cecchetto Branch Librarian-Milliken Mills 905-513-7977 x5342 acecch@markham.library.on.ca Cheryl Marcus Acting Branch Librarian 905-513-7977 x2182 cmarcus@markham.library.on.ca

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