Value Based Leadership

Values Based Leadership Model

Stage1

Clarifying Mission, Vision & Values
  • Senior Executives
  • Senior Management Group
  • Employees

Stage2

Communicating
  • Posting Vision, Mission and Values
  • Employee Orientation
  • Organizations and Unit Events (meetings, celebrations, etc.)
  • Communications (posters, brochures, action cards, etc.)
  • Formal Communication Mechanisms (e.g. newsletters)
  • Informal Communication Practices (memos, phone/email messages, etc.)

Stage3

Strategic Planning

Complete strategic plan and score card for organization and create line-of-site goal setting between executives and front line associates.

Stage4

Establish VBL Leadership Team

The purpose of the VBL Leadership Team is to aid the executive group in driving the VBL process and language deep into the culture of the organization. The Team should be comprised of members from diverse areas and levels within the organization.

Mandate:

To provide recommendations to the Executive Team on how to best implement our Vision, Mission, Values throughout the organization, to support the implementation activity to ensure that all our associates own and live our values, and to monitor performance of behaviour to our Vision, Mission, Values.

Responsibilities:

  • Champion the VBL process in their own divisions and work groups
  • Finding success stories of values in action and getting them published
  • Holding individuals, managers, etc, accountable to values-based behaviour
  • Bringing forward concerns / issues
  • Coordination of communication activity to educate team members on the VMV process

Stage5

Aligning Corporate Values with Daily Practices

Bringing direction, support and accountability to individual behaviour.
*denotes impact on more than one Influence Competency

Influencing Self

  • Values-Based Decision Making
  • Everything DiSCĀ® Workplace
  • Situational Self-Leadership

Influencing one-on-one

  • Situational Leadership* IIĀ® Experience*
  • People Oriented Problem Solving*
  • Coaching Essentials for Leaders

Influencing Teams

  • Five Behaviors of a Cohesive Team
  • The Leadership Challenge*
  • Team Chatering

Influencing Customers

Influencing Conflict

  • Challenging Conversations

Influencing the Organization

  • Decision Focus
  • Behavioural Interviewing
  • Employee Orientation
  • Strategic Planning

Influencing Technical

Stage6

Continuous Improvement

Continuous improvement occurs through a tenacious commitment to measurement and gap closure at the organizational, team and individual level.

Measurement

At Integrity we recommend that one form of organizational performance measurement be via employee survey. Annual survey data must be validated through a stringent focus group process with select teams of associates. Issues and prioritized solutions are recommended by associate groups and brought forward for manager action.

Feedback

Ensure effective communication process is set up to bring measurement results to the appropriate group. This includes the supervisor-associate level, sam level and over-all organization level. Feedback must be tied to the establishment of goals created through the line-of-site goal setting process which evolves out of the executive strategic planning.

Development

Development opportunities are provided on a prescriptive basis at the individual, team and organizational levels. This includes leadership, incidence or technical skill training at the individual level, group development training at the team level and systems and process enhancement at the organization level.

Alignment

Accountability is brought to behaviour change at all levels in the organization and appropriate remedial action taken regarding misalignment. Remedial action may include: training / re-training, establishment of new goals, coaching and mentoring, or progressive discipline.

Examples & Resources