Values Development

1. Values Development • This set of slides is intended to help a management team think through the values they need, and the mechanisms that they will use to establish them. They do this in a number of steps: • Reviewing current behaviours, and how they are influenced by management behaviours • Prioritising issues • Developing a plan to address the issues • Challenging our thinking on our role vis-à-vis values • Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of the web site, you know how each slide builds, and you are clear on the points you wish to make with them.

2. S W O T OperationalBehaviours BEHAVIOURS AND ATTITUDES SWOT ManagementBehaviours • In your syndicate groups, and for the area of objectives you have been given: • Discuss and agree what you see to be the current behavioural/attitudinal strengths and weaknesses in XXXX with regard to pursuing the objective (S&W). • Then explore the behaviours and attitudes of the management team, and how they influence those behaviours. List out the positive impacts we can have under opportunities, and the negatives under threats. • Summarise these points onto the post-it notes that you have been given - one post-it note for each point. Please write clearly/unambiguously in flipchart pen and stick your post-it notes onto the large chart. • Be prepared to present your conclusions to the rest of the group. You have forty minutes for the syndicate and five to present back.

3. BEHAVIOURS AND ATTITUDES SWOTPrioritising the areas to work on • Consider the behaviours and attitudes that have been presented on the SWOT (primarily in the S&W areas) • Stick similar behaviours and attitudes together • Which three behaviours or attitudes do you believe should be priorities to work on over the next year. In reaching your decision you should consider: • The impact it has on the objectives • The extent to which it is deficient/problematic • How easy it is to do something about it • Place your sticky dots against those priorities

4. Behavioural Managers Managers Changes to change required START doing STOP doing XXXX practices DRIVING THE APPROPRIATE BEHAVIOURS AND ATTITUDES • In your syndicate groups and for the priorities you have been given: • Clarify exactly how the behaviour or attitude needs to change for XXXX to be successful • Identify how management behaviour needs to change (what should managers START doing, and what should they STOP doing) to achieve this • Think through how XXXX practices might be practically changed to drive the appropriate management and/or operational behaviours • Be prepared to present your conclusions

5. CONSTRUCTIVELY CHALLENGING BEHAVIOURS • In your syndicate groups: • Review the list of cameo situations you have been given, and ensure you understand them • Discuss, as a group, how you could most constructively address each situation that has arisen • List your conclusions on a flipchart • You have twenty minutes • Feedback • We will work through the cameos together and draw out practical suggestions from the syndicate groups

6. COMPLEX VALUE CAMEOS: What do you do? How does it affect values? • Susan is your best business developer by far, bringing in half of the work you need to meet budget single-handedly. But she is a maverick: bucking existing processes as suits her, keeping leads to herself, and refusing to support any of the ongoing improvement projects. Another company has offered her a job at 40% more money than she currently earns. • Rachel, a trained V&V facilitator and a real exponent of the SSS values has just handed in her notice. Alan, her boss, is away, so she hands it to you because you are Alan’s boss. It is a real surprise, and so you ask why. It turns out that a prime job had become available in Alan’s department, and following internal interviews, Alan gave the job to Paul – someone who does what the boss asks but disregards the values if they get in the way. When Rachel asked Alan to explain why Paul got the job, not her, he explained that she was too impractical, & cited her challenges to his expedient flouting of the values as an example. You know all 3 characters involved, and you know Rachel’s version of events is likely to be accurate. • John puts up an excellent transparency covering the performance measures of his area at your meeting. The slide has been well thought out, using colour to emphasise certain points. It is the first time one of your people has done anything like this - reports are normally verbose, text based, and handed round. John is perhaps a little too keen though (even sycophantic) and while his slide is excellent it has a little logo in the right hand corner that looks really naff. As the slide goes up, Steve, another of your team, remarks "Couldn't you have put some fairy lights on it John? It's Christmas next month!" People laugh, and Angela chips in "He's just after brownie points for his Christmas bonus!" John smiles back a little ruefully, and continues his presentation.