Using Values & Vision

A Workshop forMEET U.S. Program.

Facilitator: Sanford B. Ehrlich, Ph.D. San Diego State University

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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.

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Core ValuesCore Values

Definitions:Definitions: • The organization’s essentialThe organization’s essential and enduring tenets – a small set of and enduring tenets – a small set of general guiding principlesgeneral guiding principles• Standards or qualities about what Standards or qualities about what is desirable, that directs our actionsis desirable, that directs our actions

“Core values are not something people buy into.” - Jim Collins, 1996

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Winning organizations have strong values

• These values define desirable behaviors

• They support the organization’s central goals

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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.

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Winning leaders live the values

• Their personal conduct embodies the values

• Their actions reinforce the values in others

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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

Values Guide Life Choices

INDIVIDUAL VALUES CLARIFICATION EXERCISE

Important Life Decisions

Espoused values

1. 2. 3. 4. 5.

+ = the decision reinforced the espoused value- = the decision was in opposition to the espoused value0 = the decision was unrelated to the espoused value

1.

2.

3.

CORPORATE VALUES CLARIFICATION EXERCISE

Important Work Decisions

Espoused values

1. 2. 3. 4. 5.

+ = the decision reinforced the espoused value- = the decision was in opposition to the espoused value0 = the decision was unrelated to the espoused value

1.

2.

3.

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Goal: Create Alignment

Source: Collins & Porras, Built to Last, 1994.

Values Mechanisms

Fi

t

0-5% 90-100% 0-5%

10-20% 0-5% 80-90%

Typical

Desired

Identifying Drafting & Redrafting Statements CreatingCore Values Alignment

Identifying Drafting & Creating Alignment Core Values Redrafting Statements

Allocation of Time for Creating AlignmentsAllocation of Time for Creating Alignments

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Creating Alignment

Requires two key processes:

• Create process: develop new alignments

• Analytic process: eliminating disconnects or misalignments

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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

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Values-Business Processes Alignment Exercise

Value Alignment Example Misalignment Example Corrective Action (develop new process, procedure, etc.; fix existing process, procedure, etc.)

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.

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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

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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

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Leaders give “life” to a Vision

• Language

• Positive communication style

• Conviction

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Motivating Others to Share the Vision

• Appeal to a common purpose

• Communicate expressively

• Sincerely believe in what you are saying

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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.

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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

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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.

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Vision Exercise

• What would the phrase, “within an arm’s reach of desire,” mean for your company, department, unit, project?

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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.

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PassionA sense

of purpose

ConvictionMeaning

“________ should always be “within an arm’s reach of desire” & your future at the company

will be bright”

generates

Buy-In

Source: Robert Woodruff, 1923 pronouncement

Source: Walton, Mark, Generating Buy-In, AMACOM, 2004.