(C) The Secretan Center Inc.1 Values-centered Leadership : A Model for Work and Life...

(C) The Secretan Center Inc. 1

Values-centered Leadership:

A Model for Work and Life

Values-centered Leadership:

A Model for Work and Life

The Secretan Leadership Retreat


The The JourneyJourney

The The JourneyJourney

Old Story Old Story ManagementManagement


ValuesValues


Spirit at Spirit at WorkWork

ValuesValues


Monday first, Monday first, Tuesday nextTuesday nextMonday first, Monday first, Tuesday nextTuesday next


The The Corporation: Corporation:

Apocalypse orApocalypse orNirvana?Nirvana?

The The Corporation: Corporation:

Apocalypse orApocalypse orNirvana?Nirvana?


The Pay-off for People-friendly Companies

0

5

10

15

20

25

30

Russell3000

Fortune's100 Best

Annual ReturntoShareholders

10 YearAverageReturn toShareholders

(Fortune, January 12, 1998

100 Best Companies to Work For)


OldOldStoryStory

ManagementManagement

Values-Values-centeredcentered

LeadershipLeadership™

SpiritSpiritatat

WorkWork


The Core Concepts from MANAGERIAL MOXIEMANAGERIAL MOXIE

CORPORATE PURPOSECORPORATE PURPOSE CORPORATE CLIMATECORPORATE CLIMATE THE INSPIRED TEAMTHE INSPIRED TEAM SUPERSTARSSUPERSTARS DELEGATION AND EMPOWERMENTDELEGATION AND EMPOWERMENT OUT-SOURCINGOUT-SOURCING THE “ON” ORGANIZATIONTHE “ON” ORGANIZATION THE DIALSTHE DIALS


THE METAPHOR OF THE BICYCLE:THE METAPHOR OF THE BICYCLE:

Corporation Department Team Family School Government Church


POWERPOWERAccelerationAcceleration

YOU WOULD GET YOU WOULD GET YOUR POWER AND YOUR POWER AND ACCELERATION ACCELERATION FROM THEFROM THEBACK WHEELBACK WHEEL

YOU WOULD GET YOU WOULD GET YOUR POWER AND YOUR POWER AND ACCELERATION ACCELERATION FROM THEFROM THEBACK WHEELBACK WHEEL

Values-centered Values-centered LeadershipLeadership™


POWERPOWER DIRECTIONDIRECTIONacceleration acceleration shiftsshifts

AND YOUR AND YOUR SHIFTS IN SHIFTS IN DIRECTION DIRECTION FROM THE FROM THE FRONT FRONT WHEEL...WHEEL...

AND YOUR AND YOUR SHIFTS IN SHIFTS IN DIRECTION DIRECTION FROM THE FROM THE FRONT FRONT WHEEL...WHEEL...



POWER POWER DIRECTIONDIRECTION

MASTERYMASTERY




MASTERYMASTERY

CHEMISTRYCHEMISTRY




MASTERYMASTERY

CHEMISTRYCHEMISTRY

DELIVERYDELIVERY



TRY TO DO EVERYTHING AS WELL AS WE CAN:TRY TO DO EVERYTHING AS WELL AS WE CAN:

MASTERYMASTERYIN A WAY THAT IS GOOD FOR PEOPLE:IN A WAY THAT IS GOOD FOR PEOPLE:

CHEMISTRYCHEMISTRYSO THAT WE MEET THE NEEDS OF INTERNAL SO THAT WE MEET THE NEEDS OF INTERNAL

AND EXTERNAL CUSTOMERS:AND EXTERNAL CUSTOMERS:

DELIVERYDELIVERY

TRY TO DO EVERYTHING AS WELL AS WE CAN:TRY TO DO EVERYTHING AS WELL AS WE CAN:

MASTERYMASTERYIN A WAY THAT IS GOOD FOR PEOPLE:IN A WAY THAT IS GOOD FOR PEOPLE:

CHEMISTRYCHEMISTRYSO THAT WE MEET THE NEEDS OF INTERNAL SO THAT WE MEET THE NEEDS OF INTERNAL

AND EXTERNAL CUSTOMERS:AND EXTERNAL CUSTOMERS:

DELIVERYDELIVERY

THE RESULT IS THAT WE:THE RESULT IS THAT WE:


THESE ARE THESE ARE THE CORE THE CORE

CONCEPTS OFCONCEPTS OF“THE WAY OF “THE WAY OF

THE TIGER”THE TIGER”and and

“RECLAIMING “RECLAIMING HIGHER HIGHER

GROUND”GROUND”

THESE ARE THESE ARE THE CORE THE CORE

CONCEPTS OFCONCEPTS OF“THE WAY OF “THE WAY OF

THE TIGER”THE TIGER”and and

“RECLAIMING “RECLAIMING HIGHER HIGHER

GROUND”GROUND”


BUT THESE THREE PRIMARY VALUES CANNOT “JUST HAPPEN” - WE MUST UNDER- PIN THEM WITH PERMANENT SHIFTS IN ATTITUDE THAT LEAD TO THEIR ACHIEVEMENT...



WE CALL THESE WE CALL THESE

ACCELERATORSACCELERATORS BECAUSE THEY INCREASE BECAUSE THEY INCREASE

THE POWER OF THE THE POWER OF THE PRIMARY VALUESPRIMARY VALUES

WE CALL THESE WE CALL THESE

ACCELERATORSACCELERATORS BECAUSE THEY INCREASE BECAUSE THEY INCREASE

THE POWER OF THE THE POWER OF THE PRIMARY VALUESPRIMARY VALUES


MASTERY DEPENDS ON MASTERY DEPENDS ON

LEARNINGLEARNING

...SO A ...SO A LEARNINGLEARNING CULTURE LEADS CULTURE LEADS TO AND ACCELERATES TO AND ACCELERATES MASTERYMASTERY

...SO A ...SO A LEARNINGLEARNING CULTURE LEADS CULTURE LEADS TO AND ACCELERATES TO AND ACCELERATES MASTERYMASTERY

OUR CURRENT LEVELS OF MASTERY ARE THE OUR CURRENT LEVELS OF MASTERY ARE THE RESULT OF OUR PREVIOUS LEARNING; BUT TO RESULT OF OUR PREVIOUS LEARNING; BUT TO ACCELERATE OUR MASTERY, WE MUST LEARN ACCELERATE OUR MASTERY, WE MUST LEARN

SOMETHING NEWSOMETHING NEW

OUR CURRENT LEVELS OF MASTERY ARE THE OUR CURRENT LEVELS OF MASTERY ARE THE RESULT OF OUR PREVIOUS LEARNING; BUT TO RESULT OF OUR PREVIOUS LEARNING; BUT TO ACCELERATE OUR MASTERY, WE MUST LEARN ACCELERATE OUR MASTERY, WE MUST LEARN

SOMETHING NEWSOMETHING NEW


““A person with skills to write a A person with skills to write a complex software program that complex software program that can produce a billion dollars of can produce a billion dollars of

revenue can walk past any revenue can walk past any customs officer in the world with customs officer in the world with

nothing of ‘value’ to declarenothing of ‘value’ to declare.”.”Walter Wriston, The Twilight of Sovereignty, 1992Walter Wriston, The Twilight of Sovereignty, 1992

““A person with skills to write a A person with skills to write a complex software program that complex software program that can produce a billion dollars of can produce a billion dollars of

revenue can walk past any revenue can walk past any customs officer in the world with customs officer in the world with

nothing of ‘value’ to declarenothing of ‘value’ to declare.”.”Walter Wriston, The Twilight of Sovereignty, 1992Walter Wriston, The Twilight of Sovereignty, 1992

The Learning ModelThe Learning Model


POWERPOWER DIRECTIONDIRECTION

acceleration acceleration shifts shifts

MASTERYMASTERY

CHEMISTRYCHEMISTRY

DELIVERYDELIVERY

LEARNINGLEARNING



CHEMISTRY DEPENDS ON CHEMISTRY DEPENDS ON

EMPATHIZINGEMPATHIZING

....SO AN ..SO AN EMPATHIZINGEMPATHIZING CULTURE CULTURE LEADS TO AND ACCELERATES LEADS TO AND ACCELERATES

CHEMISTRYCHEMISTRY

....SO AN ..SO AN EMPATHIZINGEMPATHIZING CULTURE CULTURE LEADS TO AND ACCELERATES LEADS TO AND ACCELERATES

CHEMISTRYCHEMISTRY

IN ORDER TO BUILD RELATIONSHIPS WITH IN ORDER TO BUILD RELATIONSHIPS WITH PEOPLE, WE MUST FIRST “WALK IN THEIR PEOPLE, WE MUST FIRST “WALK IN THEIR

MOCCASINS”, SEE LIFE THROUGH THEIR EYES, MOCCASINS”, SEE LIFE THROUGH THEIR EYES, IMAGINE HOW IT FEELS TO BE THAT PERSON. IMAGINE HOW IT FEELS TO BE THAT PERSON.

THIS IS CALLED EMPATHIZINGTHIS IS CALLED EMPATHIZING



accelerationacceleration

MASTERYMASTERY

CHEMISTRYCHEMISTRY

DELIVERYDELIVERY

LEARNINGLEARNING




DELIVERY DEPENDS ON DELIVERY DEPENDS ON

LISTENINGLISTENING

...SO A ...SO A LISTENINGLISTENING CULTURE LEADS CULTURE LEADS TO AND ACCELERATES TO AND ACCELERATES DELIVERYDELIVERY

...SO A ...SO A LISTENINGLISTENING CULTURE LEADS CULTURE LEADS TO AND ACCELERATES TO AND ACCELERATES DELIVERYDELIVERY

SINCE DELIVERY MEANS MEETING THE SINCE DELIVERY MEANS MEETING THE NEEDS OF CUSTOMERS (BOTH INTERNAL NEEDS OF CUSTOMERS (BOTH INTERNAL AND EXTERNAL), HOW WILL WE KNOW AND EXTERNAL), HOW WILL WE KNOW WHAT THOSE NEEDS ARE UNLESS WE WHAT THOSE NEEDS ARE UNLESS WE

LISTEN?LISTEN?



accelerationacceleration

MASTERYMASTERY

CHEMISTRYCHEMISTRY

DELIVERYDELIVERY

LISTENINGLISTENING

LEARNINGLEARNING




Create Space

We cannot keep chopping wood forever….

We must set aside the time to sharpen the ax


SPACESPACESPACESPACE

SEQUENCE …SEQUENCE …

ACCELERATORSACCELERATORSACCELERATORSACCELERATORS

PRIMARY VALUESPRIMARY VALUESPRIMARY VALUESPRIMARY VALUES


THE THE VECTOR VECTOR

THE THE VECTOR VECTOR


The Vector

Primary ValuesPrimary Values AcceleratorsAccelerators

MasteryMastery

ChemistryChemistry EmpathizingEmpathizing

LearningLearning99

44

55

44

DeliveryDelivery 77 ListeningListening 66


Today your ranking looks like this...


MasteryMastery

DeliveryDelivery

ChemistryChemistry EmpathizingEmpathizing

ListeningListening

LearningLearning99

77

44

55

66

44

VectorVector

-4-4

-1-1

00


…but tomorrow it may look like this:


ChemistryChemistry

DeliveryDelivery

MasteryMastery

EmpathizingEmpathizing

LearningLearning

44

77

99

44

66

55

VectorVector

00

-1-1

-4-4

ListeningListening


Interpreting Interpreting your own your own

VectorVector

Interpreting Interpreting your own your own

VectorVector


PUTTING IT INTO PRACTICE

The weekly review at Loblaws

MASTERYMASTERY - What have we - What have we done exceptionally well done exceptionally well this week at Loblaws?this week at Loblaws?

CHEMISTRYCHEMISTRY - What are - What are we doing that’s good for we doing that’s good for people at Loblaws?people at Loblaws?

DELIVERYDELIVERY - How have we - How have we dazzled Customer’s this dazzled Customer’s this week at Loblaws? week at Loblaws?

CELEBRATES!

HOW


Creating a Values Statement - Promanad

Intent does not Intent does not become real until become real until Values are defined Values are defined

and practiced.and practiced.


It fits every applicationIt fits every application

The Values Cycle

is like Microsoft WINDOWS


A VALUES-INSPIRED CORPORATE CULTURE:

MASTERYMASTERY: Loving what you do: Loving what you do

CHEMISTRYCHEMISTRY : Loving the people you do it with: Loving the people you do it with

DELIVERYDELIVERY : Loving the reason for doing it: Loving the reason for doing it


APPLYING THE CONCEPTS

ORGANIZATIONAL VALUES AND ORGANIZATIONAL VALUES AND CULTURECULTURE

BUSINESS PLANSBUSINESS PLANS CUSTOMER SERVICE STANDARDSCUSTOMER SERVICE STANDARDS QUALITY PROGRAMSQUALITY PROGRAMS JOB DESCRIPTIONSJOB DESCRIPTIONS COMPENSATION PLANSCOMPENSATION PLANS PERFORMANCE REVIEWSPERFORMANCE REVIEWS INTERPERSONAL RELATIONSHIPSINTERPERSONAL RELATIONSHIPS TEAM BUILDINGTEAM BUILDING PROJECT MANAGEMENTPROJECT MANAGEMENT EVALUATION OF MEETINGSEVALUATION OF MEETINGS


POWERPOWER

acceleration acceleration

MASTERYMASTERY

CHEMISTRYCHEMISTRY

DELIVERYDELIVERY LISTENINGLISTENING

LEARNINGLEARNING






MASTERY MASTERY YOUYOU

CHEMISTRYCHEMISTRY


LEARNINGLEARNING

EMPHASIZINGEMPHASIZING

from me tofrom me to


CustomerCustomerAnyone who comes Anyone who comes

to us with a needto us with a need

CustomerCustomer……..Everyone!..Everyone!


The reason that the words You and Customer always begin with a

capital letter in The Way of the Tiger is that You, (that is, Your

Customer - internal or external) is always the most important person

in Your life.


A SHIFT IN EMPHASIS A SHIFT IN EMPHASIS FROMFROM

MEMETOTO

YOUYOU



MEMETOTO

YOUYOU




MASTERY YOUMASTERY YOU

PEOPLEPEOPLECHEMISTRYCHEMISTRY


LEARNINGLEARNING


from things tofrom things to




THINGSTHINGSTOTO

PEOPLEPEOPLE





PEOPLEPEOPLE

KAIZENKAIZEN

CHEMISTRYCHEMISTRY


LEARNINGLEARNING

EMPHASIZINGEMPHASIZING from breakthrough tofrom breakthrough to




DOING THINGS DOING THINGS

DIFFERENTLYDIFFERENTLY ((breakthroughbreakthrough))

TOTO

DOING THE SAME DOING THE SAME THINGS BETTERTHINGS BETTER

((kaizenkaizen))



BREAKTHROUGHBREAKTHROUGHTOTO

KAIZENKAIZEN





PEOPLEPEOPLE

STRENGTHSSTRENGTHS KAIZENKAIZEN

CHEMISTRYCHEMISTRY


LEARNINGLEARNING

EMPATHIZINGEMPATHIZING from weaknesses tofrom weaknesses to




FIXINGFIXING

WEAKNESSESWEAKNESSESTOTO

BUILDING ONBUILDING ON

STRENGTHSSTRENGTHS





LOVELOVE

PEOPLEPEOPLE

STRENGTHS KAIZENSTRENGTHS KAIZEN

CHEMISTRYCHEMISTRY


LEARNINGLEARNING


from from competition competition & fear to& fear to



LOVE AND THE PRIMARY LOVE AND THE PRIMARY VALUES:VALUES:

MASTERYMASTERY: Love what you do: Love what you do CHEMISTRYCHEMISTRY: Love the people you do it : Love the people you do it

withwith DELIVERYDELIVERY: Love the reason for doing it: Love the reason for doing it

MASTERYMASTERY: Love what you do: Love what you do CHEMISTRYCHEMISTRY: Love the people you do it : Love the people you do it

withwith DELIVERYDELIVERY: Love the reason for doing it: Love the reason for doing it


A SHIFT IN EMPHASIS FROM

COMPETITIONCOMPETITION

AND FEARAND FEARTOTO

LOVELOVE

COMPETITIONCOMPETITION

AND FEARAND FEARTOTO

LOVELOVE



Acceleration Acceleration Shifts Shifts


LOVE LOVE

PEOPLEPEOPLE

STRENGTHS KAIZENSTRENGTHS KAIZEN

CHEMISTRYCHEMISTRY


LEARNINGLEARNING



World Wide WebWorld Wide Web

http://www.secretan.comhttp://www.secretan.com

(C) The Secretan Center Inc.1 Values-centered Leadership : A Model for Work and Life...

Documents

Transcript of (C) The Secretan Center Inc.1 Values-centered Leadership : A Model for Work and Life...