Książki

Benefit from values-based leadership


Values-driven organizations are considered by some to be the most successful on the planet. They have high levels of engagement, generate higher earnings, and are more profitable by having an inclusive, multi-tiered strategy. It's a win-win! In Values-Based Leadership For Dummies, you'll get a fool-proof plan for putting the principles of values-based leadership in action-which will inspire and motivate others to pursue what matters most.


With many Baby Boomers edging toward retirement, the largest generation in history, the Millennials, will be taking over the reins and stepping into leadership roles. They've suffered through the difficult economic times and corporate scandals of the early 2000s and they want things to be different. Inside, you'll get the framework for adopting the principles of values-based leadership that will help Millennials-and any member of any organization-thrive: utilizing the tools of self-reflection, actionable grace, agility, and a commitment to lead responsibly.





Establish leadership positioning and company culture steeped in values

Foster employee engagement on all levels

Inspire greater performance while creating real impact socially and economically

Increase the ability to remain competitive and relevant during times of change

Harness the passion and commitment of the millennial workforce



Whether you're in an entrepreneur, entry-level position or a CEO, employees at any level can benefit from leaning into values-based leadership-and this book shows you how!

Values-Based Leadership For Dummies

Introduction 1





About This Book 1





Foolish Assumptions 3





Icons Used in This Book 4





Beyond the Book 4





Where to Go from Here 5





Part 1: Getting Started with Values-Based Leadership 7





Chapter 1: Welcome to the World of Values-Based Leadership 9





Walking through the Evolution of Company Culture 10





Understanding the Escalator Effect of Values-Based Leadership 11





Avoiding a Flatline to Extinction: When You Know Change Is Needed 13





Building Winning Organizations: Culture Eats Strategy for Lunch 16





Shaping the company culture with values 17





Influencing the company culture with your character 18





Chapter 2: Understanding the Evolving Workforce You Serve 21





Pinpointing the Quad Workforce 22





Picking out postwar, workaholic Boomers 24





Understanding latchkey, self-reliant GenXers 25





Meeting digitally savvy, tenacious Millennials 26





Considering the bumper generations 27





Leading the Quad with Insight and Understanding 29





Converting diversity into inclusion 29





Pivoting work ethic into work ethos 30





Recalibrating the concept of work-life balance 31





Creating meaning and a reason to go to work 32





Wondering whether the Quad cares about your leadership 33





Chapter 3: Shifting Your Consciousness beyond the Self 35





Looking at the Four Be's of Values-Based Leadership 36





Defining the four Be's 37





Deploying the four Be's with clarity 37





Seeing kindness in the four Be's 38





Fitting Values-Based Leadership into the Big Picture 42





Thinking of your company as a living thing 42





Snapping the puzzle pieces together 43





Assessing Your Command and Control Temperament 45





Following the Path Cut by Other Leadership Influencers 47





Chapter 4: Reframing Your Perception of Business 49





Unraveling the Bad Reputation of Business 50





De-villainizing mega-corporations 51





Peeking into a government-affiliated business 52





Creating opportunity as a business practice 54





Changing Lives in the Shared Values Economy 55





Evolving corporate social responsibility initiatives 55





Reinventing new profit centers to meet human needs 56





Part 2: Becoming A Values-Based Leader 59





Chapter 5: Before You Get There: Knowing Where You Are as a Leader 61





Planning Your Adventure into Different Levels of Leadership 62





Introducing the leadership trajectory 63





Exploring the four levels of leadership 64





Overstating the importance of charisma in a leader 69





Determining Where You Are on the Journey 71





Assessing your current level of leadership 72





Rating your willingness to change 74





Chapter 6: Nurturing the Four Attributes of a Values-Based Leader 77





Seeing a Snapshot of the Four Attributes 78





Embracing Self-Reflection 79





Honesty: Uncovering the cornerstone attribute 80





Authenticity: Saying and doing what you mean 82





Integrity: Doing what's right when it's not convenient, comfortable, or popular 84





Showing Actionable Grace 88





Humility: Embracing quiet confidence 88





Social distance: Bridging the power gap 89





Expanding Agility 91





Defining the five components of agility 91





Getting real: Unpacking your strengths and weaknesses 92





Failure: Ensuring success 93





Influencing Responsibly 95





Emulating values: Being a powerful example 96





Creating good: Taking the medical pledge to do no harm 96





Chapter 7: Activating the Grounding Principles 99





Introducing the Ten Values-Based Leadership Principles 100





Using cause and effect to shift the organization 102





Changing the value equation 103





Seeing that evolving, thriving attitudes are a result of the principles 104





Summarizing the mindset of a thriving team 106





Knowing that course correction is a values stand 107





Recognizing that resistance is part of life and evolution 108





Making It Easy for Your Team to Buy into the Leader (Yes, You) 109





Providing predictable consistency 110





Providing effective communication 112





Assembling Your Framework for Deploying the Principles 115





Meeting your employees where they are 115





Adding it up: Creating momentum 116





One size doesn't fit all: Creating your own principle plan 117





Chapter 8: Defining Defiant Workplaces 119





Facing the Effects of the FARCE Syndrome 120





Deploying fear to get what they want 122





Developing attachment to the outcome 123





Using resistance or retaliation to control 126





Engaging in unhealthy competition 127





Displaying entitlement 129





Putting the FARCE together: The resulting halted environment 130





Evolving the Mindsets of People and Organizations 131





Traversing the seasons of change 132





Handling cycle disruptions 137





Becoming Part of the Solution - Or Exiting Stage Right 138





Giving staff a choice 138





Taking extreme ownership of the situation 139





Uncovering if it's you or them 140





Part 3: Charting the Course and Crafting Your Values 141





Chapter 9: Lighting the Pathway to Establishing Trust 143





Surveying Ideas for Building Trust in Business 144





Defining Trust and Needs in the Workplace 145





Using Maslow's hierarchy of needs to determine baseline trust 147





Shifting from Halt to happiness 148





Getting Others to Trust in Your Leadership 149





Engendering loyalty 150





Reducing social distance gaps 150





Setting Standards for Others by Example 151





Operating with self-awareness 151





Avoiding exceptions yet remaining flexible 152





Sidestepping rumor mills and gossip hounds 153





Encouraging others as a sign of trust 154





Mastering the thank-you 154





Harnessing People Power 155





Following five engaging principles for the team 155





Unifying behind a common belief 156





Circumventing passive-aggressive personalities 156





Chapter 10: Facing the Truth about Who You Are 159





Understanding How Others View Your Company 159





Differentiating identity, culture, and reputation 160





Assessing your company's reputation in different categories 161





Surveying groups to see whether a correction is necessary 163





Recognizing that your online reputation is a big influencer 164





Personalizing your reputation plan with FiRMS 165





Making Everyone a Trustee of the Company 168





Sharing is caring, and caring is an investment and commitment to excellence 168





Establish online guidelines 169





Embezzling isn't the only unaligned action 171





Chapter 11: Identifying Values and Creating a Values Statement 173





Using the Self-Reflective Method for a Public Values Statement 174





Deciding whether to involve anyone else 175





Understanding and selecting values 176





Formulating and assembling your statement 181





Rolling Out Your Values Statement to Your Company 182





Animating your core values 183





Infusing personality into your statement 183





Creating clarity and direction across the board 185





For solopreneurs: Self-leadership and identifying clients 189





Chapter 12: Going It Alone When Your CEO Isn't Interested in Values-Based Leadership 191





Accepting That the Top Brass Isn't Interested in Values-Based Leadership 192





Guiding Your Crew When You're Just an Officer, Not the Captain 193





Giving yourself permission to take the reins 194





Curtailing the mutiny and getting everyone back on track 194





Diagnosing the team's hurdles 195





Courageously making your own values stand 197





Minding the gap: The space between you and the team 198





For entrepreneurs: Considering an alternate point of entry 199





Creating Your Leadership Starlight for the Team 200





Unpacking your toolkit: Using what you have to move forward 201





Assembling your starlight 203





Bolstering Your Commitment to Values-Based Leadership with Other Features 206





Scaling down the four features of values-based leadership 207





Leveling with your team 208





Holding your team accountable even if others don't 209





Leading when you're gone 210





Chapter 13: Cementing a Career Starlight for the Long Haul 211





Building Your Career Starlight from the Ground Up 212





Digging into your strengths and weaknesses (with a little help) 212





Breaking down the parts of your career starlight formula 213





Defining your leadership engagement qualities 215





Putting your career starlight into a cohesive form 216





Translating Your Career Starlight into a Good Fit with a Company 217





Evaluating job offers with your career starlight 218





Discerning your leader-to-leader fit 219





Pulling back the mask of a narcissist 220





Seeing the Effects of Being Known as a Values-Based Leader 220





Adding financial value to a company because of your reputation 222





Reinforcing what you stand for to add marketability 222





Part 4: Supercharging Your Team and the Workplace With Values 225





Chapter 14: Hiring and Retaining Great Talent 227





Recognizing Why People Leave One Company to Join Another (Like Yours) 228





Distinguishing Yourself from the Competition 229





Selling who you are to potential employees 230





Uncorking your reputational capital 232





Benefiting Everyone with Nontraditional Perks 234





Instituting time to volunteer 235





Offering voluntary solutions 236





Providing financial education 236





Demanding balance and flexibility 237





Craving the Opportunity to Learn 238





Establishing cross-generational coaching 239





Rotating jobs and experiences 240





Offering skills retraining 241





Working toward Compatibility Triumphs 241





Managing personalities versus maintaining company culture 242





Ensuring a good job fit based on talents 243





Showing respect and value to candidates 245





Answering the question of why someone should work for your company 246





Chapter 15: Maintaining Engagement and Job Satisfaction 249





Grasping the Importance of Engagement and Job Satisfaction 249





Staying Active and Happy: Engagement 250





Understanding that revolving doors cost a pretty penny 251





Creating an environment of engagement from day one 252





Avoiding the disengagement of current staff 253





Keeping the Wisdom Pool Full: Job Satisfaction 255





Rethinking the annual performance review 255





Assessing job satisfaction with a customizable survey 257





Compatibility: Piecing together employees, skills, and managers 259





Voting on job satisfaction five ways 260





Correlating job satisfaction with morale, learning, and growth 263





Chapter 16: Motivating the Masses 265





Peeking into the Human Motivation Theory 266





Looking, listening, and categorizing 267





Understanding that fear motivates more than anything else 271





Deciphering the money motivation myth 272





Helping People Find Their Meaning and Purpose Again 274





Chunking it down: Bite-sizing purpose and meaning 274





Helping a team find its footing 276





Practicing and Reinforcing Motivation 277





Creating an environment where people can fail but learn from it 278





Playing with pickup sticks: You can always find a solution 278





Pulling it all together 279





Chapter 17: Slicing the Pie: Creating a Culture of Leadership 283





Recognizing That Leadership Is a Job for All Staff Members 283





Setting high expectations 284





Overcoming elitism with input and inclusion 284





Developing a culture of leadership for sustained impact 285





Following leadership demographic trends 286





Identifying the Leaders in the Field Who Can Help Your Organization 287





Breaking down three tiers of leaders 288





Tapping into a winning formula 291





Empowering potential leaders to assess their own values 291





Chapter 18: Fostering an Environment of Innovation 295





Beginning with a Few Basics on Innovation 296





Revealing unconscious and conscious intellects 297





Comparing traditional and innovative business mindsets 298





Deploying "shades of gray" thinking 299





Exercising your unconscious intellect 301





Dovetailing the basics into an HR strategy 302





Igniting Innovation with a Few Principles and Pointers 302





Setting ground rules with five agreements to foster innovation 303





Reducing control, increasing trust 304





Keeping it fresh by rotating contributors 305





Challenging your team members to look beyond themselves 305





Recognizing that people won't necessarily embrace change or growth 306





Chapter 19: Being Willing to Let People Go 307





Asking Questions and Showing Acceptance When People Leave 308





Playing the "what if" game of possibilities 308





Conducting a more detailed kind of exit auditing 309





Practicing forgiveness and acceptance 310





Staying True to Your Values 311





Rebalancing your efforts 311





Locating your fellow travelers 312





Part 5: The Part of Tens 315





Chapter 20: Ten Practices to Stay on Track as a Values-Based Leader 317





Setting a Daily Audit Practice 318





Embracing Meditation 318





Finding Your Own Spiritual Practice 319





Disengaging Your Ego 320





Forgiving Your Shortfalls 320





Eliminating the Things That Cause Brain Fog 321





Raising Endorphins to Gain Clarity and Reduce Stress 322





Using Technology to Prompt Excellence 322





Establishing a Trusted Feedback Group 322





Engaging a Mentor 323





Chapter 21: Ten Tips for Staying Connected with Your Team 325





Making Time to Get to Know Everyone 326





Acknowledging Life Accomplishments 326





Keeping an Open Dialogue 327





Communicating Expectations with Clarity 327





Saying "Thank You" Often 328





Maintaining Promises, Inside and Out 328





Keeping Your Door Open 329





Surveying the Vendor and Resource Base Often 329





Showing Transparency 330





Modeling Best Practices 331





Chapter 22: Ten Facts about the Millennial Market, Its Values, and Its Influence 333





Millennials Are Powering Different Aspects of the Economy 334





Emerging Leaders Have Heart 334





Coaching Takes Center Stage 335





Work Cultures Are Collaborative and Connected 335





Flexibility Takes on Heightened Importance 336





Making a Difference Matters 336





Old-School Values Make a Comeback 336





Buyers Vote at the Checkout Counter 337





Millennials Resist Mass Media Traps 337





A Career Should Have Multiple Experiences 338





Chapter 23: Ten Workplace Myths 339





Women Primarily Leave Their Jobs to Have Families 339





Men Aren't as Interested in Work-Life Balance 340





Flexibility Means Shorter Hours 341





Everyone Knows How to Advance Their Careers 341





Decision-Makers Know the Key Talent 342





Conflict-Resolution Training Is Passe 342





Technology Takes Care of Communication 343





You Have to Build a Fortress to Stake Your Claim 343





Managers Don't Need to Coach Their Teams 344





Understanding Motives Isn't Necessary 345





Index 347