Using Values & Vision

1. Using Values & Vision A Workshop for MEET U.S. Program. Facilitator:Sanford B. Ehrlich, Ph.D. San Diego State University

2. Vision - 2 key components • Core ideology • Core values • Core purpose • Envisioned future • 10-30 year audacious goal • Vivid description Source: Collins & Porras, Built to Last, 1994. MEET U.S.

3. Core Values “Core values are not something people buy into.” - Jim Collins, 1996 • Definitions: • The organization’s essential • and enduring tenets – a small set of • general guiding principles • Standards or qualities about what • is desirable, that directs our actions MEET U.S.

4. Winning organizations have strong values • These values define desirable behaviors • They support the organization’s central goals MEET U.S.

5. Core purpose • Essential reason for being • Get at it with the five whys exercise • Start with the descriptive statement, “We make _______ products or we deliver ______ services” and then ask why it is important 5 times Source: Collins & Porras, Built to Last, 1994. MEET U.S.

6. Winning leaders live the values • Their personal conduct embodies the values • Their actions reinforce the values in others MEET U.S.

7. Values Guide Life Choices • Your current life system • What does it look like? • Personal (Health & • Spiritual Growth) • Couple relationships • Family relationships • Friends/Social • relationships • Community • Leisure • Professional /Work • Other • Your desired life system • What should it look like? • Personal (Health & • Spiritual Growth) • Couple relationships • Family relationships • Friends/Social • relationships • Community • Leisure • Professional /Work • Other MEET U.S.

8. INDIVIDUAL VALUES CLARIFICATION EXERCISE Espoused values 1. 2. 3. 4. 5. Important Life Decisions 1. 2. 3. + = the decision reinforced the espoused value - = the decision was in opposition to the espoused value 0 = the decision was unrelated to the espoused value

9. Espoused values 1. 2. 3. 4. 5. Important Work Decisions 1. 2. 3. + = the decision reinforced the espoused value - = the decision was in opposition to the espoused value 0 = the decision was unrelated to the espoused value CORPORATE VALUES CLARIFICATION EXERCISE

10. Goal: Create Alignment Fit Values Mechanisms Source: Collins & Porras, Built to Last, 1994. MEET U.S.

11. Allocation of Time for Creating Alignments Typical 0-5% 90-100% 0-5% Identifying Drafting & Redrafting Statements Creating Core Values Alignment Desired 10-20% 0-5% 80-90% Identifying Drafting & Creating Alignment Core Values Redrafting Statements

12. Creating Alignment Requires two key processes: • Create process: develop new alignments • Analytic process: eliminating disconnects or misalignments MEET U.S.

13. Creating Alignment • Creative process • Invention of new mechanisms, processes, and strategies to bring the core purpose and values to life • Analytic process • Examining existing processes, structures, and strategies MEET U.S.

14. Values-Business Processes Alignment Exercise Directions: For each of your company’s values, provide a concrete example of a process, procedure, policy, or behavior that illustrates alignment or misalignment. These examples are not to be hypothetical, but actual examples you see in your company, department, or unit. MEET U.S.

15. Implementation Principles • Everyone must participate in creating a set of values & aligned business practices • Create a compelling vision of the future • Communicate expectations clearly • Monitor and reward the right behaviors MEET U.S.

16. What is Vision? • It is a “see” word • It is associated with images and pictures • It helps to provide a pathway • It is an ideal and unique image of the future MEET U.S.

17. Leaders give “life” to a Vision • Language • Positive communication style • Conviction MEET U.S.

18. Motivating Others to Share the Vision • Appeal to a common purpose • Communicate expressively • Sincerely believe in what you are saying MEET U.S.

19. Envisioned future Create: • Ambitious, challenging goal for your department, unit, self • Vivid description - visual picture which engages the imagination; continuously inspires and uplifts Source: Collins & Porras, Built to Last, 1994. MEET U.S.

20. Mission statement is not vision statement • Describes the industry and business • Names specific tasks, products and/or services • Identifies key stakeholders that the organization serves MEET U.S.

21. Enduring characteristic of visionary companies • Preserve their core ideology while simultaneously stimulating progress and change in everything that is not part of this ideology Source: Collins & Porras, Built to Last, 1994. MEET U.S.

22. Vision Exercise • What would the phrase, “within an arm’s reach of desire,” mean for your company, department, unit, project? MEET U.S.

23. What it meant at Coca Cola… • Created vending machines & availability of Coke at every gas station • Creating fountain Coke & availability at any restaurant or hotel • Created global distribution channels • Became the most recognized brand in the world (94% recognition) Source: Walton, Mark, Generating Buy-In, AMACOM, 2004. MEET U.S.

24. Passion A sense of purpose “________ should always be “within an arm’s reach of desire” & your future at the company will be bright” generates Buy-In Meaning Source: Robert Woodruff, 1923 pronouncement Conviction MEET U.S. Source: Walton, Mark, Generating Buy-In, AMACOM, 2004.