By: Cathy Light, CEO

HRATV Conference – April 12, 2012

Setting the Foundation is key to Leader’s Setting the Pace

What do “Shared Values” mean to your company? What skills, behaviors and attitudes are required to

inspire Shared Values? What is your Personal Leadership Brand? Two primary qualities for displaying a passion for work What role does your presence play? What message are

you sending? Action-Oriented Exercises – It’s All About You!

A healthy culture, with ethics and integrity, is a doctrine that provides an environment where people believe in their leadersin their words and in the organization.

Culture reflects the personality of the organization.

A healthy culture provides meaning direction purpose and clarity

These unifying forces stimulate the collective wisdom and energy of everyone in an enterprise towards it’s highest vision and achievement.

A culture is not just a set of Shared Values. It is how the values are interconnected and integrated into the working operations of the organization.

Most leaders have a defined set of valuesfor their organizations…

The real challenge lies not in simply articulating values and placing a plaque on the wall, but in how to actually make those values come alive.

Successful leaders possess these traits : Integrity and honesty Empowering leadership Openness and trust Teamwork and mutual respect Caring Openness to change Quality, service and a customer focus Respect for the individual and for diversity Winning and being the best Innovation Personal Accountability A “can-do” attitude Balance in Life Community involvement and social responsibility

Shared values can be integrated into every function—from hiring and job orientation, to compensation and bonuses, to reviews and promotions, to mergers and acquisitions.

Set the expectations — those who are living the values, but not meeting expectations may be given another chance, along with training and guidance.

Expectations become the “normal” way at the office.

Most leaders agree that in this increasingly complex global marketplace,

organizations cannot compete as empowering high-performance

enterprises without building a healthy culture of winning

Shared Values

Leaders and their organizations see the payoff in work attitudes and performance by:Fostering strong feelings of personal effectivenessPromoting high levels of company loyaltyFacilitating consensus about key organizational goals and stakeholdersEncouraging ethical behaviorPromoting strong norms about working hard and caringReducing levels of job stress and tensionFostering pride in the companyFacilitating understanding about job expectationsFostering teamwork and esprit de corps !

Companies with a strong corporate culture based on shared values, outperform other firms by a huge margin:Their revenue grew more than four times fasterTheir rate of job creation was seven times higherTheir stock price grew twelve times fasterTheir profit performance was 750 percent higher ! - The Leadership Challenge 2002

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Exercise # 1– Shared Values Messaging Exercise

What are three ways you show values alignment? What would you like to see in

others?

A leadership brand conveys your identity and

distinctiveness as a leader. It communicates the value you offer. A strong personal leadership brand allows all

that's powerful and effective about your leadership to become known to your colleagues, enabling you to generate maximum value.

The first thing to do is ask yourself what major results do I want to deliver at work over the next 12 months? Customers Investors Workforce The Organization

List descriptors that balance the qualities you have naturally and those that are critical to leadership success. What are the traits that someone in this role should exhibit?

Hint – visualize a leadership poster – who would be in it; what do you like about them; etc.

Examples: collaborative, deliberate, strategic, independent, innovative, results-oriented,

Combine those descriptive words into three word-phrases that reflected your desired identity. Build a deeper, more complex description

Example:

* Independently innovative

* Deliberately collaborative

* Strategically results-oriented

Pull everything together in a leadership brand statement that makes a “so that” connection between what you want to be known for and your desired result. “I want to be known for _________ so that I can deliver _________”

Example: “I want to be known for being independently innovative, deliberately collaborative and strategically results-oriented so I can deliver superior financial outcomes for my business.”

Ask yourself the following four questions:

1. Is this the brand identify that best represents who I am and what I can do?

2. Is this brand identity something that creates value in the eyes of my organization and key stakeholders?

3. What risks am I taking by exhibiting this brand?

4. Can I live this brand?

1. Ensure the leadership brand you advertise is reflected in your day-to-day work. Do you see you as you wish to be seen? For example, if you say you are flexible and approachable – do others agree?

2. Create your brand and share it with others – invite feedback.

3. Your leadership brand isn’t static – it should evolve in response to the different expectations you faced during the evolution of your career.

We don’t have to ask who the leaders are. We recognize them through their body language. They exude an energy and role-modeling authority that inspires the commitment, cooperation, and best efforts of others.

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We also recognize them through their clear speech and presentation of ideas.

This passion includes two primary qualities:Communicating with energy and role-modeling authority – increasing leadership PRESENCE through your style.Communicating your message clearly so things get done – sharpening the FOCUS and ORGANIZATION of your message.

When leaders know how to present themselves and their material with the best effectiveness, when style and content work well together, others recognize real passion for the work.

This leadership behavior inspires others and stimulates the most effective kind of teamwork.

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1. Leaders know their material and their purpose

2. They pinpoint the critical issues and know how to approach them communicating decisiveness in any situation.

3. They find common ground with others and make persuasive arguments for their position. They’re sensitive to what others need to hear and know.

5. They have the facts but don’t overwhelm others by simply listing points and expecting their audience to figure out what’s important. In meetings or speeches, they use visual aids appropriately to clarify key issues. And their language signals with visual clues are aligned so the ideas are easily comprehended.

6. Well-organized leaders also listen to others and are able to incorporate others’ views into their own position.

7. Leaders know how to introduce and close a subject so it’s clear what they expect of others.

8. Leaders focus on results and relationships, always organizing what they say to get results while creating productive relationships.

1. Leaders with presence usually walk briskly, with a sense of purpose. Their attitude is outward – not inward, and they’re aware of their surroundings.

2. They stand straight with arms relaxed by their side but can move easily into an audience when appropriate.

3. Nothing is tentative. They demonstrate the importance of their message, their mission, by being decisive and well prepared.

4. They project an attitude of positiveness about their own abilities that may border on arrogance but others never worry because they show they can handle any issue.

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Exercise #2 – Displaying a Passion for Work

What are 3 things you like about your job? Next to each comment, how do you show passion about it?

Thank You!