Unit 5B - Everyday Leadership



Session 1.2 Developing Core Values

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| |Total Session Time: 2 hours, 15 minutes |

Learning Objectives:

By the end of this session, participants will be able to:

• Describe the concepts of shared vision and core values.

• Articulate the importance of fostering shared vision and core values.

• List four qualities of an effective leader.

• Facilitate a visioning exercise with their teams.

Introduction

|Sli|[pic] |The aim of this session is to clarify the importance of |

|de | |shared vision and core values in a workplace. |

|1 | |It takes dedication to a vision and organization of motivated|

| | |people to achieve results. This session focuses on these two|

| | |pieces of core values. |

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|2 | | |

Core Values and Leadership Qualities

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|3 | | |

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| | |(Adapted from Management Sciences for Health, 2005. Managers |

| | |Who Lead Toolkit: Resources to Support Managers Who Lead.) |

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|4 | | |

|Sli|[pic] |Refer participants to Handout 1.2.1: Core Values Exercise on |

|de | |page 61 in the Participant Handbook. |

|5 | | |

| | | |

| | |Adapted from Downer, Ann. International Training and |

| | |Education Center for Health. Lecture in ‘Global Program |

| | |Management and Evaluation, DGH 521,’ University of |

| | |Washington, Seattle. |

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|6 | | |

|Sli|[pic] |Our core values impact the way we react to different |

|de | |situations, and go to the next slide. |

|7 | | |

|Sli|[pic] |Successful leaders know and understand their values and the |

|de | |beliefs that sustain them. |

|8 | |They are aware of the way in which their behaviour reflects |

| | |their values, and they intervene when this is not the case by|

| | |either adjusting their values or changing their behaviour. |

| | |Acting on your values can sometimes pose challenges. |

| | |Your actions can sometimes fulfill some values, but not |

| | |others. You may have to consider which are most important to |

| | |you. |

| | |To lead, you need to take a critical look at the values that |

| | |influence your actions. This will anchor your leadership, |

| | |influence how you lead, and build trust from your colleagues.|

Qualities of an Effective Leader

|Sli|[pic] |There are some personal qualities that are highly valued in |

|de | |leaders. |

|9 | |These qualities include integrity and commitment, respect and|

| | |trust, healthy risk-taking, and openness to learning. |

|Sli|[pic] |While people can achieve results without integrity, those who|

|de | |are able to build long-term relationships of mutual trust |

|10 | |generally value integrity in themselves and others. |

| | |People respect leaders for their ethics and personal |

| | |commitment. When you are honest and ethical, you are credible|

| | |to others |

| | |If you strongly believe in serving a greater good, you can |

| | |often avoid the temptations that come with power. When you |

| | |dedicate yourself to achieving a goal, you attract others |

| | |with similar commitment to work with you in creating a better|

| | |future |

| | |Though no one is perfect, good leaders strive to have their |

| | |words and actions match their values and aspirations. |

| | | |

| | |Sources: |

| | |Management Sciences for Health. 2005. Managers Who Lead: A |

| | |Handbook for Improving Health Services. |

| | |Management Sciences for Health. 2001. Developing Managers Who|

| | |Lead. The Manager, Vol 10, No. 3. |

|Sli|[pic] |Strong working relationships are the foundation for achieving|

|de | |results. |

|11 | |You need to continually nurture existing work relationships |

| | |and create new ones. |

| | |Respecting others means being willing to listen to their |

| | |points of view and their needs. |

| | |Respect builds trust over time, and trust is the foundation |

| | |for developing productive relationships. |

| | |When you lead, you nurture respectful work relationships with|

| | |your subordinates, colleagues, and superiors. |

| | |You create new connections to broaden your own network and |

| | |mend existing relations that are problematic. |

| | | |

| | |Sources: |

| | |Management Sciences for Health. 2005. Managers Who Lead: A |

| | |Handbook for Improving Health Services. |

| | |Management Sciences for Health. 2001. Developing Managers Who|

| | |Lead. The Manager, Vol 10, No. 3. |

|Sli|[pic] |One job of leaders is to set an example for taking calculated|

|de | |risks that do not endanger the organization, its mission, or |

|12 | |individuals. |

| | |People who lead do not give up if they fall down. They get |

| | |up, dust themselves off, and find the courage to re-engage. |

| | |In their persistence they never lose sight of the positive |

| | |future they are trying to create. |

| | |As you learn about the challenges your organization or work |

| | |group faces, you need to take risks to address some of these |

| | |challenges and make needed changes. |

| | |When you create networks of trusting relationships, you find |

| | |support and courage to take necessary chances, make tough |

| | |decisions, and face criticism or personal failure. By |

| | |example, you encourage others to take risks as well. |

| | | |

| | |Sources: |

| | |Management Sciences for Health. 2005. Managers Who Lead: A |

| | |Handbook for Improving Health Services. |

| | |Management Sciences for Health. 2001. Developing Managers Who|

| | |Lead. The Manager, Vol 10, No. 3. |

|Sli|[pic] |Good leaders are committed to continually learning and |

|de | |encouraging others to do the same. |

|13 | |When you have an open mind, you are eager for knowledge and |

| | |information. |

| | |You recognize new opportunities and find ways to deal with |

| | |obstacles. You initiate approaches to learning with others. |

| | |This openness to learning prepares you for ever-changing |

| | |realities. |

| | | |

| | |Sources: |

| | |Management Sciences for Health. 2005. Managers Who Lead: A |

| | |Handbook for Improving Health Services. |

| | |Management Sciences for Health. 2001. Developing Managers Who|

| | |Lead. The Manager, Vol 10, No. 3. |

Articulating Shared Vision

|Sli|[pic] |Effective leaders must mobilize others to create the future. |

|de | |The true test of effective leadership is the visible progress|

|14 | |towards the realization of a vision, and the achievement of |

| | |results that inspire others to follow your lead. |

| | | |

| | |Source: Management Sciences for Health. 2005. Managers Who |

| | |Lead: A Handbook for Improving Health Services. |

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|15 | | |

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| | | |

| | |Source: Management Sciences for Health. 2005. Managers Who |

| | |Lead: A Handbook for Improving Health Services. |

|Sli|[pic] |This series of quotations begins with the statement: “People |

|de | |are motivated most not by fear or reward, but by ideas that |

|16 | |capture their imagination.” |

|Sli|[pic] |Think about your personal life. What do you want your state |

|de | |of health or level of fitness to be? Imagine yourself and |

|17 | |your body exactly the way you want it to be. What activities |

| | |and hobbies do you want to be doing? Imagine yourself doing |

| | |those activities. [Pause and allow time for reflection.] |

| | |Think about your family, friends, and relationships. Imagine |

| | |yourself and others doing things and being exactly the way |

| | |you most want yourself and them to be. See a picture of |

| | |yourself and them together in this happy state. [Pause and |

| | |allow time for reflection.] |

| | |Think about your work. Imagine where you most want to be |

| | |working. Who are you working with? Who are you serving? What |

| | |are you doing? [Pause and allow time for reflection.] |

| | |Think about your contribution to the world. What would you |

| | |most like to contribute, to give back? What does it look like|

| | |when you are giving something to society or your organization|

| | |that you are proud of? [Pause and allow time for reflection.]|

| | | |

| | |Did you feel a change in the energy in this room? Why do you |

| | |think the energy in the room shifted? |

| | |Creating a picture of the future and sharing it can be very |

| | |powerful and inspiring. |

| | | |

| | |Adapted from Management Sciences for Health. 2005. Managers |

| | |Who Lead: A Handbook for Improving Health Services. |

|Sli|[pic] | |

|de | | |

|18 | | |

| | | |

| | |Source: “Managers who Lead: A Handbook for Improving Health |

| | |Services. Management Sciences for Health. 2005. pp. 185-186. |

|Sli|[pic] |Together, we have modeled a great way to begin developing a |

|de | |shared vision. |

|19 |Continued here: |Many groups may have more work to do with their vision |

| | |statement, or should do the exercise with additional |

| |Creating a shared vision is a process of asking our teams: |representatives after the workshop. To do this well takes |

| |What are we committed to doing? Who do we serve now and who do we want to |time. |

| |serve? | |

| |What kind of work climate do we want, and what values do we want to |Refer to Handout 1.2.2: Facilitating a Shared Vision |

| |practice? |Exercise, found on page 63 in the Participant Handbook. |

| |What sort of future do we want to create for our community? | |

| |Visioning exercises take time and patience! |Imagine the future. |

| | |We did this by reflecting individually, and writing an |

| |Source: Management Sciences for Health, 2005. Managers who Lead: A Handbook|individual vision statement. (In this exercise, that was the |

| |for Improving Health Services. pg 25-27. |newspaper headline.) |

| |Images used from Microsoft Office Clip Art Gallery. |Integrate your vision with another one. |

| | |We did this by working in pairs, and then small groups, to |

| | |combine and reshape our vision statements. |

| | |Record the key elements of all the vision statements. |

| | |Each small group did this by writing elements on notecards, |

| | |and then placing the elements in categories with other |

| | |groups’ key elements. |

| | |Prioritize the elements. |

| | |If the list of key elements is very long, the group may have |

| | |to vote to prioritize the top three. The group should aim to |

| | |build consensus around the prioritized elements. |

| | |Synthesize and present the vision statement. |

| | |After the process of categorizing and prioritizing, elements |

| | |should be combined into a draft vision statement. This |

| | |statement should be shared with the group for additional |

| | |feedback and fine-tuning. |

| | | |

| | |Continued in left-hand column. |

Key Points

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|[pic] |Handout 1.2.1: Core Values Exercise |

Instructions

• Review the list of core values below, and chose 5 that you believe are “extremely important” to effective leadership.

• If you have a core leadership value that is not included on the list, add it to the bottom.

• Then select the “top 4”.

• Finally, select the “top 3” that you believe must be included.

|Authenticity |Intelligence |

|Community |Joy |

|Communication |Justice |

|Competence |Love |

|Courage |Loyalty |

|Creativity |Open-Mindedness |

|Decisiveness |Patience |

|Effectiveness |Peace |

|Faith |Power |

|Fame |Recognition |

|Family |Risk-Taking |

|Flexibility |Security |

|Friendship |Service |

|Growth |Status |

|Happiness |Strength |

|Humor |Success |

|Independence |Trust |

|Influence |Truth |

|Innovation |Wealth |

|Integrity |Wisdom |

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List of “Top 5” List of “Top 4” Final List of “Top 3”

(1)_________________________ (1)_______________________ (1)__________________

(2) ________________________ (2)_______________________ (2)__________________

(3) ________________________ (3)_______________________ (3)__________________

(4)_________________________ (4)_______________________

(5)_________________________

|[pic] |Handout 1.2.2: Facilitating a Shared Vision Exercise |

Instructions

Use the following instructions to help facilitate a shared vision exercise with your team.

Creating a shared vision is a process of asking our teams:

• What are we committed to doing? Who do we serve now and who do we want to serve?

• What kind of work climate do we want, and what values do we want to practice?

• What sort of future do we want to create for our community?

Introduction

EXPLAIN that sharing a vision is a critical component of an effective team and even of an organization.

INTRODUCE this exercise an opportunity to work in teams on a shared vision.

EXPLAIN that:

• For this exercise, you will work in your teams/workgroups. This is an introduction exercise.

• After this workshop, you will work together to create a more well thought-out vision – one that you can all fully commit to.

ASK participants to rearrange themselves in the room so that they are sitting with their workgroup.

INFORM participants,

• “We are going to create a shared vision. This is the picture of what we want to create in the future together. We are not going to discuss the obstacles now, but what we most want to see happen.”

Step 1: Imagine the Future

ASK participants to begin by reflecting individually.

• “Think about a time in the future. Imagine it is two or more years from now and we are looking back. We have accomplished all that is important to us. What picture do you see in your mind that represents that accomplishment?”

ALLOW a moment for participants to reflect on their own.

ASK each participant to write a newspaper headline reporting on their group’s accomplishments in the year 20__ (whichever year is two or more years from now). Each individual should write a statement to describe what she or he is most proud of.

Step 2: Integrate your vision with a colleague’s vision

DIVIDE participants into pairs (or groups of 3 if there is an odd number), reflecting their workgroup.

• Each person should share their vision, and the pair should work together to create a shared vision statement that reflects the best aspects of both.

Step 3: Record key elements of all vision statements

ASK the pairs to match up with another pair (to create a group of 4), staying in their workgroups if possible.

• The small groups of 4 should compare the two vision statements, and discuss the combined visions. Next, the group of 4 should work again to combine their 2 vision statements into a shared vision statement.

DISTRIBUTE 6-8 slips of paper or self-stick notes to each group.

ASK each group to record the key elements or phrases of their vision statement on a card. (One element or key phrase on each card.)

Step 4: Prioritize the elements of the vision statements in a large group

ASK Group 1 to place their cards on the wall (or on flipcharts), with some space between the cards.

ASK Group 2 to follow, placing their cards with similar elements near Group 1’s.

(For example, if both groups have “quality” as a key element, Group 2 should place their card stating “quality” in the same place as Group 1’s.)

If a card does not fit with any other group’s cards, it stands alone.

Continue this process (Group 3, Group 4, etc.) until all cards are on the wall.

When all cards have been posted, ASK participants to come up to the wall and move the cards around, grouping similar messages and phrases together until they are arranged into categories. The goal is to eliminated overlaps/duplicates, and consolidate the elements.

(For example, all the cards related to “serving clients” should be in one category.)

(Note: this can also be done in plenary, with participants suggesting how things should be moved and a few volunteers moving cards.)

ASK participants to suggest a name for each category, and write the names on a card and post it above each group. (Note: if possible, this should be on a different colour card.)

ASK a volunteer to read all of the categories aloud.

Note: If there are many categories, it may be necessary for participants to vote on the top 3 categories to simplify the vision statement.

Continued on next page.

Step 5: Synthesize and present the vision statement.

SELECT a small team to synthesize the messages that pertain to each category, and draft a statement that reflects the shared vision. The statement should retain the pride and feeling that the vision expresses.

The draft statement should be presented to the entire group, and the small team should solicit input for refining and fine-tuning.

The team should establish a plan and timeline for finalizing the vision statement, and follow-through.

Source: “Managers who Lead: A Handbook for Improving Health Services. Management Sciences for Health. 2005. pp. 185-186.

Sources/Bibliography:

Refer to these materials for additional background reading, as needed.

• Management Sciences for Health. 2005. Managers Who Lead: A Handbook for Improving Health Services. Cambridge, Massachusetts: MSH.

• Management Sciences for Health. 2001. “Developing Managers Who Lead.” The Manager, Vol 10, No. 3. Cambridge, Massachusetts: MSH.

Available at:

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