Model the Way (chapter 2)

Unity of shared values is

"forged تشكيل, not forced"

Model the Way

1. Clarify Values by finding your voice and affirming shared values 2. Set the Examples by aligning actions with shared values

Teaching other to model their way: elements

1. Confront critical incidents. 2. Tell stories. 3. Reinforce behavior you want repeated (through system and Process)

Constituents must be able to:

1. Enumerate the values and have common interpretations of how those values will be put into practice. 2. They must know how their values influence the way they do their own jobs and how they directly contribute to organizational success. 3. leaders must provide a chance for individuals to engage in a discussion of what the values mean and how their personal beliefs and behaviors are influence by what the organization stand for.

The evidence is clear to be the most effective leader: every leader must learn to find the voice that represents who he or she is. when you have clarifies your values and found your voice you will also find the inner confidence necessary to express ideas, chose a direction, make tough decisions, act with determination, and be able to take charge of your life rather than impersonating others .

1. Every leader must learn to find the voice that represents who he or she is. 2. When you have clarifies your values and found your voice you will also find the inner confidence necessary to express ideas. 3. Chose a direction, make tough decisions. 4. Act with determination, and be able to take charge of your life rather than impersonating others .

Clarify values

1. Find your voice 2. Affirm shared value

In the beginning your leadership journey it's essential that you: (Clarify value)

1. Find your voice 2. Affirm shared values

Shared values make a significant and positive differences in the work attitude:

1. Foster strong felling of personal effectiveness 2. Promote high levels of company loyalty 3. Facilitate consensus about key organizational goals and stakeholders 4. Encourage ethnical behavior 5. Promote strong about working hard and caring 6. Reduce levels of job stress and tension 7. Foster pride in the company 8. Facilitate understanding about job expectation 9. Foster teamwork and esprit de corps

Affirmed shared values: elements

1. Give people reason to care 2. Forge Unity, Don't force it

Leaders:

1. Go first 2. Set an example 3. Clear about guiding principles 4. Have operating plans 5. Concentrate on producing small wins

Key Organizational Values

1. High performance standards 2. A caring attitude about people 3. A sense of uniqueness and pride

Periodically check the values clarity and consensus is well worthwhile of the organization:

1. It renews commitment 2. It engage the institution in discussing values that are more relevant to a changing consistency. ( once people are clear about the leader's values, about their own values and about shared values, they know what's expected of them and how they can count on others).

Find commitment through clarifying values

1. It's one thing to express leaders to be clear about their values and beliefs, but it's another to prove that it really matters that they are. 2. clarity of personal values makes a significant difference in behavior at work. 3. clarity about personal values was consistently more significant in accounting for positive workplace attitudes and levels of encouragement than was clarity around organizational values.

Affirm Shared Values:

1. Make a positive difference in work attitudes and performance. 2. Provide a common "language" 3. Provide "internal compass" 4. Instill sense of loyalty

Finding Your Voice: Articulating Your Deeply Held Beliefs

1. People expect leaders to speak out on matters of values and conscience ضمير. 2. To speak out, you need to know what to speak about. 3. To stand up for your beliefs, you need to know what you stand for. 4. To walk the talk, you have to talk the walk. 5. To earn & retain personal credibility, you must articulate your deeply held beliefs.

Set the Example: Actions speak louder than words. Therefore

1. Practice what you preach نصح. 2. Put your money where your mouth is. 3. Follow through on your commitments. 4. Keep your promises.

live the shared value: Personify جسد Shared Values

1. Spend your time and attention wisely. 2. Watch your language. 3. Ask purposeful questions. 4. Seek feedback

Unity of Values

1. Unity of shared values is "forged تشكيل, not forced". 2. Be proactive in involving people. 3. Invite everybody. 4. Listen. 5. Appreciate. 6. Build consensus. 7. Practice conflict resolution. 8. Provide deep support and endorse تأييد broadly. 9. Foster freedom of expression. 10. Use discovery and dialogue.

Find your voice:

1. let your values guide you 2. Say it in your own words 3. Find commitment through clarify values

Set the Example

1. live the shared value 2. Teach other to model the value

To become a credible leader

1. you have to comprehend fully the deeply held beliefs, values, standards, ethic, and ideals that drive you. 2. you have to clearly choose the principles you will use to guide your decisions and actions. 3. you have to genuinely express yourself 4. you have authentically communicate your beliefs in ways that uniquely represent who you are.

leadership is an art:

And just as with any other art form, leadership is a means of personal expression. To become a credible leader, you have to learn to express yourself in ways that are uniquely your own.

people can speak the truth only when:

Speaking in their own true voice. (Say it in your own words)

When there's congruence between individual values and organizational values

There's significant payoff for leaders and their organizations. (organization and their leaders should be spending more time talking about values)

Values constitute your personal "bottom lines"

They serve as guide to action. they inform the priorities you set and the decisions you make. They tell you when to say yes and when say no. They also help you explain the choices you make and why you made them. (All of the most critical decisions a leader makes involve value)

Means Values:

To refer to here-and-now beliefs about how things should be accomplished

You cannot lead through someone else's values or someone else's words.

You cannot lead out of someone else's experience. you can lead only out of your own. unless it's your style and your words, it's not you it's just an act. people don't follow your position or your technique. they follow you.

Through conversations and discussions

leaders renew commitment by reminding people why they care about what they are doing, and these exchanges reinforce feelings that everyone is on the same team.

Affirm Shared value

leadership is not simply about your own values. It's also about the values of your constituents. just as your own values drive your commitment to the organization, their personal values drive their commitment. clarifying your own values is essential, understanding the values of others and building alignment around values that everyone can share equally critical.

Find Your Voice (credible leader):

one who connects what you say with you do you first have to find your voice. ( to find your voice you have to explore your inner self. You have to discover what you care about, what defines you and what makes you who you are. You can be authentic only when you lead according to the principles that matter most to you.

End values

we use vision when we refer to the long-term that leaders and constituents aspire to attain.

Teach Others to Model the Values mean

Leading means making sure staff actions are aligned with shared values

Shared values are the result of:

Listening, appreciating, building consensus, and resolving conflicts.

Shared Values

Are the foundational pillars أعمدة for building productive and genuine working relationship. leader ensure that everyone is aligned through the process of affirming shared values uncovering, reinforcing and holding one another accountable to what "we" value

Values

As an enduring belief. have two sets: 1. means 2. ends

Recognition of shared values

Provides people with a common language. Tremendous energy is generated when individual, group, and organizational values are in synch. commitment, enthusiasm, and drive are intensified. when individuals care about what they are doing, they are more effective and satisfied.

Personal value

Drive commitment, are the route to motivation and productivity. Workplace and organizational commitment are based on alignment with the personal values and who you are and what you are about. People who are clearest about personal values are better prepared to make choices based on principle including deciding whether the principles of the organization fit with their own

Give people Reasons to care

Important as it that leaders forthrightly articulate that principles for which they stand, the values leaders espouse must be consistent with the aspiration of their constituents.

Forge Unity, Don't Force It

When leader seek consensus around shared values, consistent are more positive. The lesson here is that leaders must engage their constituents in a dialogue about values. A common understanding of values emerges from a process, not a pronouncement. For people to understand the values and come to agree with them, they must participate in the process.

The effectiveness of the leader is

score from working with leaders who are clear are 40 percent higher than those scores from who view leaders not very clear about their leadership philosophy