IMPACTING LIVES ● DEVELOPING LEADERS
Presents:
The Path to LEGACY
Think it. Mean it. Show it. THE PATH TO LEGACY
Think it
Mean it
Show it
Page 1
IMPACTING LIVES ● DEVELOPING LEADERS
Participant Resource Guide
Revised ©February 2012 by LEGACY For more information on Legacy Organizational Development and Leadership Training, contact: Legacy Supply Chain Services Organizational Development 99 Bow Street Suite 300W Portsmouth, NH 03801 Phone: (603) 422-0777 Fax: (603) 422-7337
Think it
Mean it
Show it
Page 2
IMPACTING LIVES ● DEVELOPING LEADERS
WELCOME to LSCS “The Path to LEGACY”! LEARNING OUTCOMES By the end of this learning experience, participants will have a basic understanding of…
Our “LEGACY” approach and why it is the most successful and sustainable business model; The theoretical groundwork that supports “LEGACY;” The importance of both personal and team reflection about the connection between beliefs, values, and behaviors; The impact that environment can have on values and vice versa; Maslow’s Hierarchy of Human Needs and its importance in human development; Barrett’s “Seven Levels of Leadership” and “Balanced Business Needs” Models and how to use them to measure a team’s/organization’s level of values alignment.
We hope that your personal expectations for this learning experience will be met, and we hope that you take full advantage of this opportunity to learn about LEGACY, about yourselves, and about each other. Most importantly, we hope you will learn valuable practical information, philosophies, and skills that you can begin applying instantly in your role as you continue to be an integral part of building Legacy Supply Chain Services values-driven culture.
Think it
Mean it
Show it
Page 3
IMPACTING LIVES ● DEVELOPING LEADERS
Expectations The 5 A’s of LEGACY Training •
Attend every session. If there are extenuating circumstances that will keep you from attending a session, it is your responsibility to seek out a team member and have them share with you the learning from the session you missed. Missing a session is not an excuse to not be able to learn and apply the materials that were covered.
•
Actively participate. Talk with the facilitator and with your teammates. Ask questions. Offer ideas from your experiences. Make suggestions on how to apply the material. This does not mean you have to talk in every session, but it does mean that you should show that you are actively engaged in some way (making eye contact with whomever is speaking, nodding your head to show you understand a point that was made, etc.). Please understand that your active participation in this process is vital, as you and the trainer are partners in this venture. The learning outcomes expressed on page 4 will not happen if you expect them to happen to you. You must make them happen. Attendance at sessions is not enough to make the desired outcomes become a reality – you must actively engage with the materials and with your teammates. You must be willing to think critically and creatively about the contents and how you can apply them, you must be willing to believe that a solid understanding in such materials will help you become an even better LEGACY team member than you already are, and you must actively work outside of sessions to apply the contents explored in each session.
•
Admit that you have a lot to learn. We all do. Learning should be a cycle that never ends. Each session, a different topic will be introduced in this training, and while you might be familiar with some topics more than others, no one person is an expert in all of them. The facilitator and your LEGACY teammates each come to the table with a great deal of experience that can shed new light on an old topic, so if you are paying attention, there will always be something new to learn or a new way to look at something you already know.
•
Assist your teammates. While this curriculum aims to help each of you as individuals, it also aims to help build the LEGACY team. Sharing this experience together can be very powerful if you strive to work together to support each other, challenge each other, and generally help each other in understanding and application of this material. And, you might make a few new friends while you’re at it!
•
Apply yourself and the material. You will only take away from this learning experience how much you are willing to give to it. So please – strive to apply yourself and make the most of the material and the overall experience. And, of course, as had been already mentioned, work to implement tangible actions based on what you learn in the sessions. If you apply yourself to the material and apply the material in your facility, you will be well on your way to creating a values-driven culture in your facility and on your team!
Please take a moment to seriously consider what it will mean for you to be able to meet your own expectations and those of your teammates, as well as the 5 As.
Think it
Mean it
Show it
Page 4
IMPACTING LIVES ● DEVELOPING LEADERS
SESSION ONE A VALUES-DRIVEN ORGANIZATION IS THE MOST SUCCESSFUL AND SUSTAINABLE BUSINESS MODEL
SESSION 1a OBJECTIVES: • To dialogue critically about what it means to be a “values-driven organization” and why it is the most successful and sustainable business model. (THINK it) • To begin to understand what a “values-driven organization” looks like and the impact it can have in living and leaving our LEGACY. (MEAN it) • To demonstrate commitment to developing a values-driven team. (SHOW it)
WHAT’s the “Big Idea”?
A VALUES-DRIVEN ORGANIZATION IS THE MOST SUCCESSFUL AND SUSTAINABLE BUSINESS MODEL WHAT is a “values-driven organization”? A values-driven organization is an organization that has a core set of full-spectrum, balanced-business-needsbased values to which all individual members of the organization are aligned in thought, meaning, and practice. “If there is one thing that companies are learning in the current economic crisis, it is the importance of resilience - the ability to withstand and overcome business, economic, and societal shocks. FACT: The most resilient companies display the following characteristics: • A shared set of values • A commitment to the common good • A high level of staff engagement, and • A shared vision of the future These are qualities that lead to internal cohesion. Organizations that are strong on the inside are also strong on the outside. And… being strong on the inside means have a values-driven culture and a highly aligned and effective leadership team.” Source: “Leadership in the 21st Century”, by Richard Barrett
Think it
Mean it
Show it
Page 5
IMPACTING LIVES ● DEVELOPING LEADERS SO WHAT Discussion: • What do you see as the benefits in becoming a values-driven organization…
•
Think it
o
…to you personally?
o
…to this team?
o
…to this business?
What do you see as the challenges in becoming a values-driven organization… o
…to you personally?
o
…to this team?
o
…to this business?
•
What are you willing to bring to this experience?
•
What do you expect from your teammates in this experience?
Mean it
Show it
Page 6
IMPACTING LIVES ● DEVELOPING LEADERS
There are five supporting “mini” big ideas that this curriculum is designed to help your team explore: 1. 2. 3. 4. 5.
Beliefs determine values, values drive behaviors Our environment influences our values Values alignment begins with Maslow Values are the foundation of leadership We can manage what we can measure
NOW WHAT CHALLENGE: Please write your answers to the following question: “What does a values-driven team LOOK like?”
Think it
Mean it
Show it
Page 7
IMPACTING LIVES ● DEVELOPING LEADERS BELIEFS DETERMINE VALUES, VALUES DRIVE BEHAVIORS
SESSION1b OBJECTIVES: • To critically think about the differences between beliefs, values, and behaviors, as well as the connection between all three. (THINK it) • To explore our own values, beliefs, and behaviors and identify in what ways they do and do not connect. (MEAN it) • To further think critically about our own values, and to more purposefully demonstrate our values through outward behaviors. (SHOW it)
WHAT’s the “Big Idea”?
BELIEFS DETERMINE VALUES, VALUES DRIVE BEHAVIORS. “The outer conditions of a person’s life will always be found to reflect their inner beliefs.” - James Lane Allen WHAT are “beliefs,” “values,” and “behaviors”? BELIEFS (“THINK it” / HEAD / What and how do you THINK?) - Beliefs are the core cognitive convictions that support our values. These are the things we “know” in our heads to be “true.” VALUES (“MEAN it / HEART / What do you CARE ABOUT?) - Values are “deeply held principles that people hold or adhere to when making decisions. Individuals express their values through their behaviors. Organizations express their values through their working culture.” (Source: “Improving Your Business through Values,” Richard Barrett) BEHAVIORS (“SHOW it” / HANDS / What do you DO?) - Behaviors are the outward expressions of our values and beliefs.
Beliefs Values Behaviors For example, we can hold the belief that fitness and a healthy diet are important to overall health, contributing to a value of healthy living. However, it is our behaviors that will either validate that value or prove it to be unimportant / inconsequential in our day-to-day living. Think it
Mean it
Show it
Page 8
IMPACTING LIVES ● DEVELOPING LEADERS SO WHAT Activity: Values, Beliefs, and Behaviors Exercise
The purpose of this exercise is to begin intentionally considering what values and beliefs drive our behaviors.
Choose 3 VALUES that are important in your life. Write one in each box below.
For each value, write the BELIEFS that support it in the boxes below.
For each value, write the BEHAVIORS you exhibit that show this value in the boxes below.
In pairs, discuss the following questions: • Which of the identified values is most important to you and why? • What belief(s) support that value? • Do your current behaviors indicate the importance of that value in your life? Give an example. • How easy is it for you to live your values at work and why? In closing… Let’s recap today’s the BIG IDEA of: BELIEFS DETERMINE VALUES, VALUES DRIVE BEHAVIOR. As we go forward with the desire to truly be a Values-Driven organization it will become vital for each of us to continually check our behaviors against our values.
NOW WHAT CHALLENGE: Identify one of your personal values that you would like to reinforce and the behavior(s) that would most reinforce it. Commit to doing one of these behaviors this week. Think it
Mean it
Show it
Page 9
IMPACTING LIVES ● DEVELOPING LEADERS
SESSION TWO OUR ENVIRONMENT INFLUENNCES OUR VALUES SESSION 2 OBJECTIVES: • To critically think about and discuss how our environment influences our values. (THINK it) • To consider how our own values have been impacted by various environmental settings in the past, as well as how the current organizational environment impacts our values. (MEAN it) • To intentionally demonstrate behaviors that are vital to the success of this organization and its environment. (SHOW it)
WHAT’s the “Big Idea”?
OUR ENVIRONMENT INFLUENCES OUR VALUES. “The source of all belief systems, whether religious or not, is an attempt to describe the world in
some way. To fully understand the nature and variety of belief systems, you need to engage in a degree of personal reflection. You must determine what your own beliefs are, and where they may have originated.” - Rob Julian, Charles Stuart University Most of us will agree with the statement: “Our environment influences our values” and can think of specific times in our lives where this has been very evident. In fact, as you consider the “Values, Beliefs, and Behaviors exercise from session 1, you can probably trace a belief back to an environmental/personal influence. How we process and respond to our environment is what contributes to the development of our beliefs and values, and ultimately to our behaviors. Consider this cornerstone equation of human development introduced by Kurt Lewin, a German-American psychologist practicing in the early 1900s:
B = f (P x E)
“Behavior (B) is a function (f) of the interaction (x) between a person (P) with their environment (E).”
– Kurt Lewin
Think it
Mean it
Show it
Page 10
IMPACTING LIVES ● DEVELOPING LEADERS ACTIVITY: Video clip from “Amazing Grace” movie: scene 12 If our beliefs and values stem from influences that have occurred in our past, this also means that, as we are exposed to new ideas, environments, and external influences our beliefs and values can continue to change. In other words, you can teach an “old dog” new tricks!! When has the environment had an impact on you? As you’ve grown, how has the extent to which the environment impacts you changed? Take this one step further, and think about times when you have had the opportunity to influence the beliefs and/or values of another. If the environment can influence you, then you can certainly have influence on it (including the other people in it).
SO WHAT Activity 2: Values, Beliefs, Behaviors Exercise Revisited
Please flip back to page 9 and look at your completed “Values, Beliefs, and Behaviors” worksheet. Take a moment and identify the sources of each respective belief/value (aka, what environmental factors influenced you to adopt the belief/value as one of your own?). What does this mean for your team and LEGACY? As LEGACY continues to become an increasingly values-driven organization, what we are really doing is creating a belief and value system together. We are working together to create a core set of beliefs and values, and part of doing so is having team members demonstrate behaviors that are driven by these common beliefs and values. In order for LEGACY to become a truly values-driven organization, it is important for every individual to stop and reflect critically on his/her ability to effectively and actively participate such a culture. This is why it is vital that we take the opportunity to reflect on what impact being a part of your team and LEGACY has had on us.
Think it
1.
In what ways has your time with your team / LEGACY influenced your own set of personal values?
2.
When was the last time you reevaluated your current values? What prompted you to do so? What was that experience like for you?
3.
How are you different today from when you first began with your team / LEGACY?
4.
What would you say has been the biggest influencer(s) of change/development in your belief, value, or behavior systems?
Mean it
Show it
Page 11
IMPACTING LIVES ● DEVELOPING LEADERS
In Closing… Let’s recap today’s BIG IDEA: OUR ENVIRONMENT INFLUENCES OUR VALUES. Why is this important for us to recognize? Because it is only through each individual LEGACY team member reflecting upon how external factors have influenced his/her values that we can truly begin to look at how we can continue to create a values-driven team and organization into the future. NOW WHAT Challenge: Identify one area in your responsibilities where you could have been more effective in helping create an environment that authentically reflected what you believe are your team’s / LEGACY’s values.
Think it
Mean it
Show it
Page 12
IMPACTING LIVES ● DEVELOPING LEADERS
SESSION THREE VALUES ALIGNMENT BEGINS WITH MASLOW. SESSION 3 OBJECTIVES: • To understand what “values alignment” means; to study Maslow’s Hierarchy of Needs. (THINK it) • To explore how Maslow’s Hierarchy of Needs is vital to the development of a values-driven organization and to do a brief check-in about ourselves in relation to Maslow’s Hierarchy of Needs. (MEAN it) • To commit to demonstrating one action required of leaders to bring Maslow’s Hierarchy to life in your facility. (SHOW it)
WHAT’s the “Big Idea”?
VALUES ALIGNMENT BEGINS WITH MASLOW. Values alignment? What the heck does that mean? And Maslow? What’s a Maslow? We’re so glad you asked… VALUES ALIGNMENT is the process of…well…aligning values. Not necessarily alignment in exact verbiage or in exact name, but instead in sense and spirit. Values alignment begins by aligning the values (in sense and spirit) of those individuals on the same team in the same facility, then aligning each facility’s values to the overall company values. When values are fully aligned in sense and spirit, everyone is operating from the same theoretical “page” – everyone is reading the same sheet music, even though they may be playing different instruments (because we each play different roles and have different styles). VALUES ALIGNMENT is the overall goal that must be achieved in order to create a truly values-driven organization. If you think about it, aligning values is kind of like aligning a spine…or a “backbone.” Values are the backbone of our organization. You cannot operate effectively with an out-of-whack backbone. Your spine needs to be in alignment to be sturdy and effective so that the rest of your body (the rest of the organization) can be at its best, healthiest, and most effective. Think it
Mean it
Show it
Page 13
IMPACTING LIVES ● DEVELOPING LEADERS OK…so where does this Maslow thing fit in?
Abraham Harold Maslow (April 1, 1908 – June 8, 1970) was an American psychologist noted for his conceptualization of a "hierarchy of human needs" & considered the father of humanistic psychology. Maslow was born and raised in Brooklyn, NY, the eldest of seven children. His parents were uneducated Jewish immigrants from Russia. Maslow studied Law at the City College of New York and went on to receive his master degree in psychology at the University of Wisconsin. Maslow first published his famous theory of human motivation in 1943. Maslow is most well-known for creating a “Hierarchy of Needs,” in which he illustrated human beings' needs being arranged like a ladder or a pyramid. A diagram of this human needs ladder / pyramid can be found on the following page.
Think it
Mean it
Show it
Page 14
IMPACTING LIVES � DEVELOPING LEADERS Physiological Needs These are biological needs. They consist of needs for oxygen, food, water, and a relatively constant body temperature. They are the strongest needs because if a person were deprived of all needs, the physiological ones would come first in the person's search for satisfaction. Safety Needs When all physiological needs are satisfied and are no longer controlling thoughts and behaviors, the needs for security can become active. Adults have little awareness of their security needs except in times of emergency or periods of disorganization in the social structure (such as widespread rioting). Needs of Love, Affection and Belongingness When the needs for safety and for physiological well-being are satisfied, the next class of needs for love, affection and belongingness can emerge. Maslow states that people seek to overcome feelings of loneliness and alienation. This involves both giving and receiving love, affection, and the sense of belonging. Needs for Esteem When the first three classes of needs are satisfied, the needs for esteem can become dominant. These involve needs for both self-esteem and for the esteem a person gets from others. Humans have a need for a stable, firmly based, high level of self-respect, and respect from others. When these needs are satisfied, the person feels self-confident and valuable as a person in the world. When these needs are frustrated, the person feels inferior, weak, helpless and worthless. Needs for Self-Actualization When all of the foregoing needs are satisfied, then and only then are the needs for self-actualization activated. Maslow describes self-actualization as a person's need to be and do that which the person was "born to do." Among other characteristics, self-actualizing people tend to focus on problems outside of themselves, have a clear sense of what is true and what is phony, are spontaneous and creative, and are not bound too strictly by social conventions. Maslow felt that unfulfilled needs lower on the ladder would inhibit the person from climbing to the next step. Someone dying of thirst quickly forgets their thirst when they have no oxygen, as he pointed out. Someone who does not feel safe will not and cannot operate from a self-actualizing standpoint. Also noteworthy, Maslow stated that this hierarchy of needs does not exist by itself, but is affected by external variables such as the situation at hand, the environment, the culture, etc. The topic of how external forces impact values will be explored in next week’s session.
SO WHAT does Maslow have to do with building a values-driven organization? Think it
Mean it
Show it
Page 15
IMPACTING LIVES ● DEVELOPING LEADERS Let’s take a walk through the logic behind the connection… A values-driven organization, by definition, has a set of values to which all individuals within the organization are aligned (again, in sense and spirit). The common values become the “code” that drives behavior of the individuals within the organization. The only way to authentically align the values of individuals within an organization is to have them demonstrate the courage to truly clarify and explore their own values. Once personal values are clarified, individuals must demonstrate further courage by engaging in meaningful dialogue with each other with the intention to align to a common set of values. The action of actually aligning requires the courage to change. COURAGE is actually a self-actualizing need / behavior, and humans can only begin thinking of selfactualizing needs and demonstrating self-actualizing behaviors once their lower level needs are met. In the grand scope, being a values-driven organization requires having individuals who consistently operate from at least a self-actualizing platform. This cannot happen without satisfying the basic needs that come before self-actualization. Therefore, we cannot achieve our goal of becoming a values-driven organization without first ensuring that all individuals’ basic needs are met.
SO WHAT Activity: Are My Basic Needs Being Met?
Please turn to the next page where you will find a “quick and dirty” self-check-in that can get your wheels turning. Please take some time to complete the self-test openly and honestly. Once you have completed the worksheet on the next page, pair up with a teammate to answer the following questions: • What did the self-check-in bring up for you? • Which of your needs are being met? • Which of your needs aren’t being met? • How can you help each other satisfy some needs? Sources for today’s session: http://honolulu.hawaii.edu/intranet/committees/FacDevCom/guidebk/teachtip/maslow.htm http://en.wikipedia.org/wiki/Abraham_Maslow http://www.businessballs.com http://www.tamu-commerce.edu/cct/ppt-497-597/shed479-579-08-abrahammaslow.ppt#266,17,Educational Implications
Think it
Mean it
Show it
Page 16
IMPACTING LIVES ● DEVELOPING LEADERS Quick self-test based on the adapted 8-stage ‘hierarchy of needs’ Read the following eight statements and circle the letter in front of those that apply to you. There are no right or wrong answers. Interpretation guide below. A. I am successful in life and/or work, and I’m recognized by my peers for being so. I’m satisfied with the responsibility and role that I have in life and/or work, my status and reputation, and my level of selfesteem. B. I am part of, and loved by, my family. I have good relationships with my friends and colleagues - they accept me for who I am. C. Above mostly everything else, I actively seek beauty, form and balance in things around me. My interest in beautiful culture and the arts is central to me. D. My aim is self-knowledge and enlightenment. The most important thing to me is realizing my ultimate personal potential. I seek and welcome ‘peak’ experiences. E. I generally feel safe and secure - job, home, etc - and protected from harm. My life generally has routine and structure - long periods of uncontrollable chaos are rare or non-existent. F. The most important thing to me is helping others to reach their ultimate potential, whatever that may be, even at my own expense. G. Aside from dieting and personal choice, I never starve through lack of food, nor lack of money to buy food. Aside from the usual trauma of moving house, I have no worry at all about having somewhere to live - I have ‘a roof over my head’. H. Improving my self-awareness is one of my top priorities. The pursuit of knowledge and meaning of things, other than is necessary for my work, is extremely important to me. Interpretation: 1 Biological Needs (G) 2 Safety Needs (E) 3 Belongingness and Love Needs (B) 4 Esteem Needs (A) --------------------------------------------------------------5 Cognitive Needs (H) 6 Aesthetic Needs (C) 7 Self-Actualization Needs (D) 8 Transcendence Needs (F) Think it
Mean it
Show it
Page 17
IMPACTING LIVES ● DEVELOPING LEADERS Maslow said that needs 1-4 are deficiency motivators and are generally satisfied in order when the previous need is fully or partially satisfied. If chosen, they are probably satisfied. If a need ceases to be satisfied there is less or no motivation to strive to maintain or satisfy higher level needs. Needs 5-8 are growth motivators. If chosen, they are likely to be a focus of personal growth motivation. This assessment tool was developed by alan chapman consultancy and you may use it personally or within your organisation provided copyright and www.businessballs.com is acknowledged. Not to be sold. Not to be re-printed or published in any form without permission from alan chapman. Support and advice on using this system is available from alan chapman via email ac@alanchapman.com. Free online training and systems (and explanation of the ‘Hierarchy of Needs’ and other theories) are at www.businessballs.com. © alan chapman 2003. Disclaimer: Sole risk with user. Neither alan chapman nor businessballs.com accepts liability for any issues or damages arising from the use of this tool.
Think it
Mean it
Show it
Page 18
IMPACTING LIVES ● DEVELOPING LEADERS One (or 10) more thing(s) to consider… Maslow believed that the only reason that people would not move well in direction of self-actualization is because of hindrances placed in their way by others and by society in general. He stated that leaders should respond to the potential individuals have for growing into self-actualizing people. Here are ten points that leaders should address: 1. Teach people to be AUTHENTIC. 2. Teach people to become WORLD CITIZENS. 3. Help people to discover their VOCATION in life. 4. Accept people for WHO THEY ARE and help them find their INNER SELVES. From real knowledge of aptitudes and limitations we can know what to build upon, what potentials are really there. 5. Take responsibility for satisfying the basic needs of others that we can satisfy 6. Refreshen CONSCIOUSNESS – teach others to appreciate beauty and the other good things in nature and in living. 7. Teach people that CONTROLS ARE GOOD, and complete abandon is bad. It takes control to improve the quality of life in all areas. 8. Teach people to transcend the trifling problems and GRAPPLE WITH SERIOUS PROBLEMS. 9. Teach people that there is JOY to be experienced in life, and if people are open to seeing the good in all kinds of situations, it makes life worth living. 10. Teach people to be GOOD CHOOSERS. They must be given practice in making good choices. •
Which of these actions do you already do on a regular basis? Circle the number(s) of this/these actions.
•
Which of these actions don’t you do on a regular basis? Draw an arrow () in front of the number(s) of this/these actions.
Think it
Mean it
Show it
Page 19
IMPACTING LIVES ● DEVELOPING LEADERS In closing… Let’s recap today’s BIG IDEA: VALUES ALIGNMENT BEGINS WITH MASLOW. Why does it begin with Maslow? Because true values alignment requires the courage to change, and in order for someone to even want to think about changing, their basic human needs must first be met. NOW WHAT CHALLENGE: Identify one behavior on the list above that you want to do more effectively in your leadership role. Commit to living this behavior this week.
Think it
Mean it
Show it
Page 20
IMPACTING LIVES ● DEVELOPING LEADERS
SESSION FOUR VALUES ARE THE FOUNDATION OF LEADERSHIP. SESSION 4 OBJECTIVES: • To understand the “Seven Levels of Awareness Model” (which builds off of Maslow’s model) because it is the model we will be using as we continue to build a values-driven LEGACY (THINK it) • To make sense of this material through a series of discussion questions (MEAN it) • To demonstrate understanding of the material in action (SHOW it)
WHAT’s the “Big Idea”?
VALUES ARE THE FOUNDATION OF LEADERSHIP. John Maxwell once said “Everything rises and falls on leadership.” Richard Barrett stated that “Leadership is the key to cultural transformation.” As we all know, however, “leadership” can mean many different things to many different people.
Have you ever wondered why there are so many books on leadership? Well I think I figured it out. The answer is because no one knows precisely what it is. If we could all agree on a definition of “leadership” then the definitive book on leadership would have been written a long time ago. To prove my point, I did a search on book titles with the word leadership in the Amazon.com website. The search yielded over 189,000 hits. A search on the words leadership development yielded over 13,000 book titles. Clearly there are many different perspectives on leadership. – Richard Barrett In reality, each of the authors of these pieces of work is giving us a different perspective on leadership. None of these perspectives is right or wrong – they are merely different. Each author’s work reflects who they are, what they believe is important, and their experiences. They are writing from the perspective of what they believe or value, and what they believe or value is a reflection of the levels of awareness from which they are operating. Today, we are going to explore a full-spectrum approach to leadership, which means that every different perspective of leadership is valid and important and each perspective can be located within a framework known as the “Seven Levels of Awareness Model.” This model can be used to “map” the perspectives of individuals, teams, and organizations. This model can also be used to measure growth of individuals, teams, and organizations. Think it
Mean it
Show it
Page 21
IMPACTING LIVES ● DEVELOPING LEADERS Before we jump into this model, here are a few important things for us to understand: ⇒ The levels of awareness from which an organization operates are a reflection of the personal awareness of the leaders. ⇒ Therefore, organizational transformation must begin with the personal transformation of the leaders. ⇒ The personal transformation of the leaders is what leadership development is about. ⇒ Full-spectrum organizations are led by full-spectrum leaders. ⇒ Full-spectrum organizations are the most successful organizations on the planet. How does this relate to Maslow and to the business? FACT: Maslow provides a framework to understand employee fulfillment. FACT: Employee fulfillment drives customer satisfaction. FACT: Customer satisfaction drives shareholder value. FACT: Leadership development drives employee fulfillment. An important part of leadership development is having a solid understanding of Maslow’s theory (which we studied last session):
Self-Actualization
4
Esteem
3 2 1
Belonging Survival
(Biol. & Safety)
You will notice one change in this view of the model: There are only 4 levels instead of 5. This is because Richard Barrett adapted Maslow’s hierarchy to create a 7-level model. In this new 7-level model, Barrett placed what Maslow called “Biological and Physiological” needs and “Safety” needs into one level, which he labels “Survival.”
Here is the other half of Barrett’s “Seven Levels of Awareness Model”:
Think it
7 6 5
Service
4
Transformation
Making a Difference Internal Cohesion
Mean it
Here, the “bottom” level of this half of the model is the “top” level from the above model. You will notice that it is labeled “Transformation” instead of “Self-Actualization.” This is because Barrett has taken “Self-Actualization” and expanded it to include 4 levels: Transformation, Internal Cohesion, Making a Difference, and Service. When you pull the bottom and the top together, you have Richard Barrett’s Seven Levels of Awareness Model. This is the leadership and team development model we will be using in LEGACY as we continue to become a values-driven organization. Please refer to the next page to see the model in full.
Show it
Page 22
IMPACTING LIVES ● DEVELOPING LEADERS
Think it
Mean it
Show it
Page 23
IMPACTING LIVES ● DEVELOPING LEADERS Some key points about the model: • As we learned by studying Maslow’s model last week, our behaviors are a result of the needs we focus on. When we link it to Barrett’s model, the needs we focus on are a reflection of the levels of awareness from which we are operating. - Levels 1, 2, and 3 are “Deficiency Needs” – basic needs (Maslow). An individual gains no sense of lasting satisfaction from being able to meet these needs, but feels a sense of anxiety if these needs are not met. - Levels 4, 5, 6, and 7 are “Growth Needs” – higher level needs. When these needs are fulfilled they do not go away, they engender deeper levels of motivation and commitment. •
Each level of awareness has beliefs, values, and behaviors associated with it. Our beliefs, values, and behaviors are also a reflection of the levels of awareness from which we are operating.
As we learned last week, in order for LEGACY to become a truly values-driven organization, we must work towards values alignment. Values alignment is the equivalent of becoming a full-spectrum organization. A full-spectrum organization is an organization that operates from values (and whose values demonstrate behaviors) at each level of awareness. In order for LEGACY to become a full-spectrum organization (achieve values alignment), each individual team member must demonstrate the courage to evolve - to change, to transform – into full-spectrum leaders. Richard Barrett put it best when he said, “Organizations don’t evolve. People do.” Full-spectrum leaders are leaders that operate from values (and whose values demonstrate behaviors) at each level of awareness. Full-spectrum organizations are lead by full-spectrum leaders, and each one of us is a leader. The culture of an organization is a reflection of the personalities of the leaders, and the cultural evolution of an organization is a personal journey in the lives of the leaders. For evolution to occur, leaders must commit to a journey of self-actualization and beyond, and must recognize that this all comes back to our foundation, or our backbone: OUR VALUES. At LEGACY, LEADERSHIP is the active, team-oriented process of thinking critically about (THINK it), believing in (MEAN it), and living (SHOW it) our LEGACY values, day-in and day-out, in a meaningful way that drives the creation of extraordinary, sustainable relationships and results.
Think it
Mean it
Show it
Page 24
IMPACTING LIVES ● DEVELOPING LEADERS Moving forward, we are going to engage in an intentional journey of becoming a full-spectrum organization whose values are aligned at all levels of awareness, presenting a more successful and sustainable business model so that we can be the best IN the world AND the best FOR the world.
SO WHAT Activity: Questions for team-oriented discussion •
What do you think about the information presented in today’s session?
•
What’s the true significance of the information presented in today’s session?
•
What are some of the practical implications of the information presented in today’s session?
•
What do you think some challenges will be for you / for your team / for the whole company as we work toward becoming a full-spectrum organization?
•
What do you think the ultimate benefits will be to us working toward becoming a full-spectrum organization?
In closing… We already know that: • A values-driven organization is the most successful and sustainable business model. Businesses that are successful and sustainable are in the best position to be the best for the world and the best in the world. • In order to be values-driven, an organization must achieve values alignment – have a core set of fullspectrum values to which all individual leaders are aligned, in sense and spirit. • Therefore, LEGACY can only become a full-spectrum organization by having leaders who develop themselves and others as full-spectrum leaders. • The individual leaders must commit to consistently living the core set of full-spectrum values (values drive behaviors). Which brings us to recapping today’s BIG IDEA: VALUES ARE THE FOUNDATION OF LEADERSHIP.
NOW WHAT CHALLENGE:
Before next session, please read the two short articles provided to you with this week’s session materials titled: • “Values-Based Leadership: Why is it important for the future of your organization?” • “Origins of the Seven Levels of Consciousness Model”
Think it
Mean it
Show it
Page 25
IMPACTING LIVES ● DEVELOPING LEADERS
SESSION FIVE WE CAN MANAGE WHAT WE CAN MEASURE SESSION 5 OBJECTIVES: • To understand how the Cultural Values Assessment (CVA) pulls from the theories and models we’ve looked at in Sessions 1-4; to understand what the CVA measures and how it can help us as a company (THINK it) • To explore and make sense of the results from LEGACY’s first CVA (MEAN it) • To demonstrate understanding of the material in action (SHOW it)
WHAT’s the “Big Idea”?
WE CAN MANAGE WHAT WE CAN MEASURE.
WHAT is the “Cultural Values Assessment” (CVA)? The CVA is a tool used to map the values of an organization. The CVA identifies and measures the following: (1) The personal values (PV) of the individuals who make up the organization (2) The values of the current culture (CC) of the organization as perceived by the members of the organization (3) The desired culture values (DC) of the organization as expressed by the members of the organization At the heart of the CVA is the concept that all values and behaviors can be assigned to one of the seven levels of awareness. Whatever we focus on in our lives is a reflection of our individual awareness; whatever organizations focus on is a reflection of the collective awareness of the individuals in an organization. Therefore, if you can identify the values and behaviors of a group of individuals, you can measure the awareness of the group by mapping their values to the seven levels of awareness.
Think it
Mean it
Show it
Page 26
IMPACTING LIVES ● DEVELOPING LEADERS In 2010, LEGACY completed its latest Cultural Values Assessment. We are going to look at the results from this inaugural “benchmark” CVA in two different ways over the next two sessions:
Think it
-
In this session, we will study the CVA results on a Scatter Plot Diagram, which shows the alignment of the top personal, current culture, and desired culture values according to the seven levels of leadership awareness.
-
In our next session, we will study the CVA results on a Business Needs Scorecard, which shows the distribution of the top positive and potentially limiting current and desired culture values according to the six most vital business needs – finance, fitness, client relations, evolution, culture and society contribution.
Mean it
Show it
Page 27
IMPACTING LIVES ● DEVELOPING LEADERS Let’s begin by taking a look at a generic Scatter Plot: • Top number in parentheses shows number of CVA participants • “Hourglasses” on top half correlate with the seven levels of leadership awareness • Three “hourglasses” – PV, CC, DC, correlate to 3 questions of CVA • Dots in hourglasses indicate collective values and how they “plot” out on the seven levels • Values lists below show results of top 10 values chosen in each question by participants, and the level with which each value is associated • Key at bottom (we will explain more about this later)
Think it
Mean it
Show it
Page 28
IMPACTING LIVES ● DEVELOPING LEADERS Basic information about LEGACY’s 2010 CVA
• • •
Think it
115 people completed the assessment The CVA was sent to every salaried employee in LEGACY Each person was asked to choose from a list of values the top 10 that they valued as individuals, the top ten they saw in the current LEGACY culture, and the top ten they desired the LEGACY culture to show.
Mean it
Show it
Page 29
IMPACTING LIVES ● DEVELOPING LEADERS SO WHAT Activity: Making Sense of LEGACY’s Scatter Plot Please refer to the Scatter Plot handout on the last page. Also, please refer back to the “Seven Levels of Leadership Awareness Model” on page 23 of this resource guide. Using what you learned last week about the seven levels of leadership awareness, spend some time in smaller groups “analyzing” these results. Please do so without looking ahead to the next page in this guide. Answer the following questions individually first, then talk about your answers in your group: •
What’s the first thing you notice? What stands out for you?
•
What observations do you have about the Personal Values Scatter Plot (furthest to the left)?
•
What observations do you have about the Current Culture Scatter Plot (in the middle)?
•
What observations do you have about the Desired Culture Scatter Plot (furthest to the right)?
•
What do you see that you would label as organizational “STRENGTHS”?
•
What do you see that you would label as organizational “AREAS FOR IMPROVEMENT”?
•
Please list any general observations you have about the results.
Let’s bring all of this together by focusing back in on today’s BIG IDEA: WE CAN MANAGE WHAT WE CAN MEASURE.
Now that we know what the current snapshot of LEGACY’s culture looks like, we have the opportunity to do something about it. We have a better sense of the deficiency needs of our organization and of the individuals within it. We have a better sense of where some of our values-based strengths are and where we have some opportunities to create further alignment. We have the opportunity to celebrate and to improve. The current plan is to use the results of this CVA as a tool for improvement organizationally, because it provides data in relationship to salaried individuals and the entire company, so we will not be able to use these results specifically for individual team work (although we will be able to loosely/generally use some of the information the results provide for us). There are other assessment tools we will be using to collect more team- and facilityspecific values-based information (more coming soon!). The CVA will be used annually, however, to capture the “pulse” of the comprehensive LEGACY culture.
Think it
Mean it
Show it
Page 30
IMPACTING LIVES ● DEVELOPING LEADERS WE CAN MANAGE WHAT WE CAN MEASURE. SESSION 5b OBJECTIVES: • To understand how the Cultural Values Assessment (CVA) pulls from the theories and models we’ve looked at in Sessions 1-4; to understand what the CVA measures and how it can help us as a company (THINK it) • To explore and make sense of the results from LEGACY’s first CVA (MEAN it) • To demonstrate understanding of the material in action (SHOW it)
WHAT’s the “Big Idea”?
WE CAN MANAGE WHAT WE CAN MEASURE. WHAT is the Business Needs Scorecard? We studied the results from LEGACY’s 2010 Cultural Values Assessment (CVA) on the Seven Levels Scatter Plot Diagram, which shows the alignment of the top personal, current culture, and desired culture values according to the seven levels of leadership awareness. Now, we are going to look at the CVA results categorized on a Business Needs Scorecard (BNS), which shows the distribution of the top positive and potentially limiting current and desired culture values within the 6 most vital business needs: Finance Fitness
Client Relations
Evolution
Identity
Societal Contribution
Finance (financial values such as financial stability, profit) Fitness (performance-related values, such as accountability, efficiency) Client relations (customer-focused values such as customer satisfaction) Evolution (values associated with the creation of new products & services, such as adaptability, continuous learning) Identity (relational values such as enthusiasm, open communication, trust) Societal contribution (outward values, such as volunteerism, social responsibility, environmental awareness)
A values-driven, aligned organization has values that are not only full-spectrum on the levels of awareness, but that are also BALANCED along all six of these business needs, therefore grounding organizations in fulfilling business needs:
Think it
Mean it
Show it
Page 31
IMPACTING LIVES ● DEVELOPING LEADERS Let’s begin by taking a look at a generic Business Needs Scorecard: • • • •
Think it
Top number in parentheses shows number of CVA participants The “pie” on the left shows how top Current Culture (CC) values fit into the business needs scorecard The “pie” on the right shows how top values identified for the Desired Culture (DC) would fit into the business needs scorecard The chart to the right names the actual values that are sorted into each pie slice.
Mean it
Show it
Page 32
IMPACTING LIVES ● DEVELOPING LEADERS SO WHAT Activity: Making Sense of LEGACY’s Scatter Plot Using what you know about the purpose of the BNS and the importance of having balanced business needs, spend some time in smaller groups “analyzing” the results from the picture below, which are from LEGACY’s 2010 CVA. Please do so without looking ahead page 33 of this resource guide.
Think it
Mean it
Show it
Page 33
IMPACTING LIVES ● DEVELOPING LEADERS Answer the following questions individually first, then talk about your answers in your group:
Think it
•
What’s the first thing you notice? What stands out for you?
•
What observations do you have about the Current Culture BNS (the “pie” on the left)?
•
What observations do you have about the Desired Culture BNS (the “pie” on the right)?
•
What observations do you have about the CC and DC scorecards in comparison to one another?
•
What observations do you have about the chart to the right of the “pies” that name and sort the values?
•
What do you see that you might identify as organizational “STRENGTHS”?
•
What do you see that you might identify as organizational “AREAS FOR IMPROVEMENT”?
•
Please list any general observations you have about the results.
Mean it
Show it
Page 34
IMPACTING LIVES ● DEVELOPING LEADERS The Ultimate “SO WHAT?”: LEGACY’s Balanced Business, Full-Spectrum Values-Driven Approach Knowing what we now know about: • Values, Beliefs, Behaviors, and our Environment • The Seven Levels of Awareness, • Full-spectrum leadership, and • LEGACY’s CVA Results (along the 7 levels and the balances business needs), we are proud to share with you the values structure that will guide LEGACY forward in our quest to become a values-driven organization whose:
VISION is: To live and leave a LEGACY by impacting lives and developing leaders and
• • • • • • •
Think it
VALUES are: Financial Stability (Level 1, Business Need: Finance) Customer Focus (Level 2, BN: Client Relations) Being the Best (Level 3, BN: Fitness) Servant Leadership (Level 4, BN: Evolution) Integrity (Level 5, BN: Identity) Making a Difference (Level 6, BN: Societal Contribution) Leaving a Legacy (Level 7, no associated BN)
Mean it
Show it
Page 35
IMPACTING LIVES ● DEVELOPING LEADERS The diagrams below show how the LEGACY Values fit into the Seven Levels of Awareness and Balanced Business Needs models:
In closing… Let’s bring all of this together by focusing back in on today’s BIG IDEA: WE CAN MANAGE WHAT WE CAN MEASURE. Just as we concluded last week, now that we know what the current snapshot of LEGACY’s culture looks like, we have the opportunity to do something about it. The current plan is to use the results of this CVA as a tool for measurement and improvement organizationally, as it provides data in relationship to values of individuals, values being seen throughout the entire company, and how these values relate to vital business needs. The CVA will be used annually to capture the “pulse” of the comprehensive LEGACY culture – each year, we will have the opportunity to see the “levels of leadership awareness scatter plot” and “business needs scorecard” snapshots of how we are doing. There are other assessment tools we will also be using to collect more team- and facility-specific information (more coming soon!). In fact, let’s take this opportunity to recap every BIG IDEA we covered together in this quarter’s LEGACY University: • • • • • •
Think it
A values-driven organization is the most successful and sustainable business model Beliefs determine values, values drive behaviors Our environment influences our values Values alignment begins with Maslow Values are the foundation of leadership We can manage what we can measure
Mean it
Show it
Page 36
IMPACTING LIVES ● DEVELOPING LEADERS
CONGRATULATIONS! The groundwork for LEGACY has now been paved!! NEXT STEP: “LEGACY LAUNCH”… NOW WHAT CHALLENGE: • Please schedule yourself 15-20 minutes in the next 2 weeks to review the information presented in all of these first seven sessions before the next time we meet– the reinforcement will be important as we continue our journey, and we will begin our LEGACY Launch with a recap of the materials from these first sessions!!
Think it
Mean it
Show it
Page 37