Value Driven Leadeship

Assuming values have been defined, how do authentic leaders use them to guide their decisions and actions? 

In a study of 6,000 executives and middle managers, more than 70% said they felt pressure to conform to organizational standards and often compromised their personal principles to do so.  There is no room for this kind of compromise in an organization lead by an authentic 21^st century leader. 

The first step in insuring sound values and ethical principles is to develop an attainable set of ethical principles worthy of commitment, consistent with high aspirations, and suitable for the 21^st Century.

These values and or principles will vary for your particular organization, but they should set the tone for four areas of personal responsibility.

1.   Assuring the prevention or correction of the adverse impacts of organizational actions on society.

2.   Assuring a commitment to the dignity of every individual – especially employees.

3.   The creation of fair and balanced communities of interest around important issues.

4.   Making sure that the organization observes not only the letter but the intent of all laws that apply.

These values and principles must be real, apparent in everything you do and say and consistent with what actually happens from day to day.

Acceptance of these personal responsibilities will resonate with those inside and outside the organization.  This kind of leadership fosters a working environment in which people feel proud of their affiliation and uncompromised by their commitment.

A Great Leadership Example

I thought this little article was worth inserting here.

In 2008, after a decade of phenomenal growth, Starbucks began to struggle as it faced both slowing sales and increased competition. Would Starbucks become a poster child for “a company that grew too much, too fast”? Today, the company is a turnaround success. So how did they do it? The answer = communication.

According to the McLeod Report, one of the keys to engaging employees is to ensure that employees have a clear sense of where the organization is going and how their role fits into its overall success.

In a Financial Times interview with Mr. Schultz titled: “The Return of the Barista-in-Chief” they outline a series of communication tactics that helped breathe life back into the company.

HOW DID HE DO IT?

·     Take Responsibility – In January 2008, Schultz acknowledged the company’s errors, and his own role in them. “We had to sit and admit to ourselves that we had made mistakes. Even though I wasn’t the CEO, I was the chairman.”

·     Be Accountable - “As the leader, I accept full responsibility for and am totally committed to the in-store customer experience,” Schultz said. “I will be directly engaged in ensuring a superior experience for our customers. Everything that touches the customer will be a priority. Change will not happen overnight. It will evolve over time, but I ensure you a positive change will occur. I, along with our dedicated partners (employees), will strive to exceed the expectations of our customers every day.”

·     Share the Vision - Mr. Schultz started by articulating a vision of where he thought Starbucks should be heading and started sending out memos to the entire workforce.

·     Clearly Lay Out the Plan – Mr. Schultz created a series of Transformation Communications outlining the types of changes that were required to turn the company around. The new transformation agenda clearly outlined the three objectives to drive enduring success: to improve the current state of U.S. business; re-ignite the Starbucks experience; and to build for the long-term.

·     Tell Them What They Can Expect – “Over the next several days, you will hear from your manager about the specific role you and your team plays in executing our transformation agenda. We will continue to conduct a thorough and rapid review of every part of our business to ensure we are using our resources as effectively as we can to continually improve the Starbucks Experience.”

·     Let Employees Know How They Can Help – “In closing, let me say that we are truly in this together. Every partner plays a critical role. I am asking that each of us focus on carrying out our responsibilities in the best way possible, and help to create welcoming and distinctive places that are truly a “third place” for customers and the communities that we serve. But our success is up to you, not only me, but all of you and all of us. We know what we need to do to win and we will do so.”

·     Engage Employees – “I’ve always said from day one that we can’t exceed the expectations of our customers unless we exceed the expectations of our people. And that’s exactly what we’re going to start doing.  And my promise to you is that we will do all that we can to really create the kind of partner engagement, respect and dignity, and raise the level of insight and ultimately the experience and the commitment that we have to our people. And we will exceed your expectations. Give us some time but you have my promise that it will take place.”

·     Foster Two-Way Communication – “During this time, I have heard from so many of you; in fact, I have received more than 2,000 emails. I can feel your passion and commitment to the company, to our customers and to one another. I also thank you for all your ideas and suggestions … keep them coming. No one knows our business and our customers better than you. I have visited with you in many of your stores, as well as stopping by to see what our competitors are doing as well.”

·     Be Positive – “Executing our agenda takes each and every one of us. Thank you for your excitement, and your continued focus on helping to build the best Starbucks Experience for our customers and for each other. We know what we need to do to be the best, and we will do it.”

·     Ignite Passion and Enthusiasm – “Celebrate our coffee, one another, and the respect we have for our customers.”

Developing a Mission Statement

         Your mission statement is developed only after you have developed your vision and values and looked at your external and internal appraisals through the lens of your vision.  Your vision statement and values provide the intrinsic value of your organization and the reason for its existence.  They also provide the parameters or framework for the mission.  Your mission represents the next logical step in answering what needs to be done to achieve the vision.  Together, the vision and the mission provide the purpose and direction that will ensure that you are focused.

         Your mission statement is the description of how you will achieve your vision (or move closer to achieving it ) during a specific time frame.  It provides direction to you, and as you grow, to your people.  It will help everyone know where the organization is going and what you are trying to achieve in a given time frame.

         It has a shorter focus than your vision, usually twelve to thirty-six months and will change based on the socio-economic environment.  Whether it is twelve, twenty-four, or thirty-six months is not important.  What is important is having a specific time frame and target date.  The mission statement serves as the basis for the development of business goals and plans, and should provide an overall sense of direction and the parameters which will guide decisions.  It should address employees, vendors, customers, stockholders or owners, community, products, services, and the qualities that make you and your organization unique. 

         The time frame used in the mission will be dependent upon the situation and overall socio-economic conditions.  Care must be taken that the period of time is neither too short, nor too long.  Considering the rate of change we are experiencing in the world today, two or three years might be used or you could use a budget cycle.  Mission may change with time.  As the mission is accomplished and new opportunities present themselves, you may find that you need to redefine your mission.

         A mission statement should meet the following criteria:

          

         Clear

         Involving

        

         Memorable

         Aligned with organization’s values

         Directed at the organization’s vision

         Linked to employee, shareholders, vendors, and

         customer needs            

    

         Seen as stretch – difficult, but not impossible

         Measurable

         Before you begin developing your mission statement, review your vision and values.  What must you do within the next twelve to thirty-six months to move you closer to realizing your vision while adhering to your values?