Value based-leadership

Pros and Cons of

Value-Based
Leadership
a presentation brought to you by:
John Bradford

John Bradford
John Bradford is the Senior Vice President of Profiles International Training and Consulting
and Services. John is the driving force behind Profiles’ global consulting team, helping
organizations identify, develop and deploy executive-level leadership talent. His ability to
identify the business context of situation and apply creative thought to desired business
results enables him to craft practical and realistic solutions that can be implemented from
the C-Suite to the front line.

Most recently, John and his team worked with a global company to identify the executive
competencies that indicate leadership readiness. Using projected business results and the
company’s 2020 Vision, John’s team developed an Executive Assessment process that
accurately and reliably identified incumbent leaders who are candidates for higher lever
positions, strengthening the leadership pipeline and allowing for succession planning.

John’s team provides Executive Coaching Services for incumbent and aspiring global leaders
on five continents. He has worked with businesses of all sizes and within a wide variety of
Senior Vice President industries. John’s focus on the achievement of business results and ability to help clients
Training & Consulting Services implement simple, practical and cost-effective solutions makes him a sought after resource
for clients around the world. Some of John’s recent clients include AECOM, Eastman
Chemical and Raytheon Corporation.

A thought leader in the area of leadership development, John authored the Profiles’
CheckPoint Leadership Skill Building and Coaching series consisting of 18 Leadership Skill
Builders. These Skill Builders include an on-the-job leadership process, practical leadership
development activities, and a supporting coaching guide.

Prior to joining Profiles International, Bradford served on the faculty at the University of
Missouri-Columbia. He has held senior positions with Fortune 100 and 500 companies,
imagine great people
®
shouldering full responsibility for organizational and employee development. He has also
served as President and CEO for a United States based consulting firm.

www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.

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Clients We’ve Served


Today’s Objective!
• Clarify the components of value-based
leadership

• Describe it evolution as a style of choice for
21st century leaders

• Identify misconceptions

• Examine the pro’s and con’s of implementing
value based leadership culture
1

Why Values-Based
Leadership Matters!

©2012 Profiles International, Inc. All rights reserved. 2

“Culture eats strategy for lunch.”
Richard Clark, CEO, Merck

Values-based Leaders create values-
based culture that deliver predictable
and positive results.

3

Predictable Results!

• Accountability and execution (performance)

• Energized/motivated employees (employee
engagement)

• Greater operational effectiveness (productivity)

• Improved organizational efficiency (cost control)

• Innovation (sustainable growth)

4

What is Values-Based Leadership?

5

6

What is Values-Based Leadership
like where you work?

7

Today’s Reality!

Working in a…
V olative

U ncertain

C omplex

A mbiguous
8
…World!

Today’s Reality

COMPRESSION!
9

Today’s Reality

Corporations claim that
people resources are
their competitive
advantage.

10

Today’s Reality
Yet . . .

• Less than 1/3 of the
workforce is actively
engaged.

• The rest are putting in
time or worse working
against the organization.

11

Who is a Leader?

“A leader is anyone with followers.”
12

Are You a Values-Based Leader?
• Does your style of
leadership reflect a selfless
attitude?

• Are you putting the needs
of others first, or are you
leveraging your position
and resources for your own
gain?

13

Values-Based Leadership (VBL)

“Values-based leaders create and lead value-s
driven companies that are engaged, equipped
and organized to achieve powerful goals.”
Source: Donald H. Taylor, 2010
The Power of Value-based Leadership
www.tainc.com

14

Why Should Leaders Embrace VBL?

• VBL is the right thing to do.

• Statistically proven to deliver excellent results
over long periods of time.

• VBL can be implemented in a practical manner.

15

Companies That Exemplify VBL!

16

Values-Based Companies

Operationalize Values!

17

Operationalize Values…
We live our Code of Values by…
Respect
…treating others as we would like to be treated.

…listening with the intent to understand what is
being said and acknowledging that what is said is
important to the speaker.

…responding in a timely fashion.

…speaking calmly and respectfully, without
profanity or sarcasm.

…acknowledging everyone as right from their own
perspective.
18

We live our Code of Values by…Integrity

…making only agreements we are willing, able and
intend to keep.
…communicating any potentially broken agreements at
the first appropriate opportunity to all parties
concerned.
…looking to the system for correction and proposing all
possible solutions if something is not working.
…operating in a responsible manner: "above the line…"
…communicating honestly and with purpose.
…asking clarifying questions if we disagree or do not
understand.
…never saying anything about anyone that we would
not say to him or her.

19

We live our Code of Values by…
Customer Focus

…continuously striving to maximize internal and
external customer loyalty.

…making our best effort to understand and
appreciate the customers' needs in every
situation.

Having Fun in the Process!

20


21


Operationalize Company Values

22

Has your leadership operationalized your company
values?

23

• Values are always used as a basis for a group’s
operation.

• Implicit values are assumed values of the
leader, and open to misinterpretation.

• Explicit values are reflected in the
organization’s policies, vision, and systems.

24

The Value of Values
Definition:
“Important and enduring beliefs
or ideals about what is good or
desirable and what is not.

Value exert major influence on the
behavior of an individual and serve
as broad guidelines in all
situations.”

25

Behaviors
How do I live?

Values
What is good and right?
Iceberg Principle In
Beliefs Leadership Behavior
What is true?

Worldview
What is real?

26

The Power of Values

V B P
Values determine behavior; behavior determines performance.

27

How Values Determine Performance
Values Integrity!

Beliefs Honest and Authentic!

Thoughts Words and Actions!

Choices Doing What is Right!

Behaviors Trust!

Results Culture!
28

When the wrong values prevail in
the work place…

29

Common Workplace Values
• Situational Ethics

• Selfishness/Self-focus

• Insensitivity/Arrogance

• Personal Wealth

• Expediency/Risk Avoidance

• Self Indulgence

• Entitlement

30

When the Wrong Values Prevail in
the Workplace…
Common Workplace Values Corporate Behaviors
• Situational ethics • Lack of trust
• Personal Agendas
• Selfishness/self-focus • Misaligned executive teams
• Insensitivity/arrogance • Functional silos
• De-valuing others
• Personal Wealth
• Lack of creativity
• Expediency/risk avoidance • Complacency/mediocrity
• Self Indulgence • Accountability avoidance
• Unproductive employees
• Entitlement • High employee turnover

31

Example of Right Values
• Integrity

• Humility

• Compassion

• Purpose-driven

• Courage

• Self-discipline

• Gratitude

33

When Corporate Culture is Built on
the Right Values…
Example of Right Values Corporate Behaviors
• Integrity • Ethical behavior
• Employee engagement
• Humility • Serving customers/employee needs
• Compassion • Motivation/encouraging performance
• Embracing diversity
• Purpose-driven
• Clear direction/common goals
• Courage • Aligned on mission and vision
• Self-discipline • Innovation/creativity
• Risk taking/freedom to make mistakes
• Gratitude • Productivity gains
• “A great place to work”
34

Values-Based Leadership and
Corporate Culture!

35

36

How VBL Impacts Culture

Outstanding
Employee Performance
Engagement
Trust
Culture
Leadership
Character

VBL
Philosophy

37

Traditional vs. Values-Based Leadership
The Traditional 20th-Century The Values-Based Leader:
Leader: Cultivating Healthy Change with
Running the Machine - "Driving" Leadership Intelligence
Change

Obsessive Financial Orientation Values Orientation

Excessive Management Orientation Empowerment Orientation

Top-Down Decision Orientation Group Participation In Decisions

38

Becoming a Values-Based Leader
Do you . . .
• set an uncompromising example, demonstrating integrity;

• selflessly serve and raise-up others in genuine humility;

• show compassion by caring for others and developing their
potential;

• demonstrate courage and persevere to do the right thing;

• show gratitude and appreciation, acknowledging the
contributions of others;
39

Becoming a Values-Based Leader
• Are you …

• purpose driven, aligning with corporate mission, vision,
and values;

• self disciplined, holding themselves and others
accountable;

Are you a Values-Based Leader?

40

Poll

Do leaders in your organization possess the
building blocks necessary to become a Values
Based Leader?

Would you like to know for sure
____ Yes ____ No

41

So What Now?

It’s up to you…

“If we don’t change our
direction, we’re likely to
end up where we’re
headed.”
-Chinese Proverb

42

Important Questions…

• Will you make the choice to become a Values-based
Leader and to instill Values-based Leadership
principles down and throughout your organization?

• Will you set a clear path and let your actions reflect
your values?

Take heart: Values-based Leadership is not a
destination, rather it is the path toward an ideal—and
success is found in the journey.
43

Contact Us

Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International

14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636

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