Although the reasons organisations and leaders want to adopt a values-based approach to leadership are different from one another and from person to person, they all have their place. Leadership that is values-based is a powerful way of seeing leadership. Leaders should be able to draw on the strengths and best practices of others and their own values for direction and motivation.

Values-Based Leadership (VBL)

Although the reasons organisations and leaders want to adopt a values-based approach to leadership are different from one another and from person to person, they all have their place.

Leadership that is values-based is a powerful way of seeing leadership. Leaders should be able to draw on the strengths and best practices of others and their own values for direction and motivation.

Values-based leadership philosophy is a core belief that people are motivated by their values and live in accordance with these beliefs. It is important that your organisation and you understand your values and work together to identify values for your organisation. Then, use these values as the motivation to “lead towards your future vision.”

The organisation’s values should guide the selection, training, and evaluation of its leaders. Leaders should reinforce these values through their actions, creating a positive feedback loop.

VBL is when you understand that the business as a whole can be used for good and even a noble purposes. This perspective will transform the way you lead others forever.

Why VBL?

It is your responsibility as a VBL leader to build businesses and teams that serve each other and the community. This is possible through corporate social responsibility (CSR) and other socially responsible frameworks and initiatives.

Understanding that change doesn’t always happen easily is important. Although it may be consciously accepted, your team may feel that they are being forced to make changes. VBL is only possible when everyone realises that there is a need to change.

Understanding that change starts with you is the second step. If you are the leader of the change, others will begin to see the value in your approach and adopt it.

VBL requires you to actively engage in deep reflection and make a decision on what you stand for. Once you have made that decision, you will be able to take the necessary steps to execute your VBL plan.

Company culture wasn’t always a word viewed with high regard. It used to be viewed more like a fraternity where you have a group of old mates who look after each other to the determent of everyone and everything around them.

Now in the early 21st century many organisations are starting to adopt the view that one of their main purposes of business is to be a vehicle to help others. This thought has been spearheaded by the team at Kyle Beau Hand – Coaching & Consulting.

What are Values?

Values- These are the core beliefs that make you and your organisation who they are.

Leaders who are values-based set the foundation for how people will interact, it creates the expectation that the leader will always work for the greater good of everyone. This creates a culture of mutual respect.

VBL extends beyond the individual leaders, it ripples into all areas of an organisation. A values-based organisation is one that has established ground rules for how we do business, invest in others, serve the community, and create sustainability.

Every aspect of an organisation’s existence and being is influenced by core values. When a Values-based leader starts from the front with core values, his/ her team will follow suit. This creates a work environment where all employees can participate and accomplish their daily tasks with passion and prowess. This is evident to all stakeholders, including customers, suppliers and vendors, as well as partners.

Identifying Your Values

Leaders, teams and organisations should understand their values. Understanding why you do what and how you do it is essential. If you dont know this, then what is the point of doing what you are doing?

This must be communicated clearly and concisely in a clear, concise, and simple manner. It is best to limit your sentences to two sentences.

You can expand your values into a claryifiying staments for your team members so they can understand your expectations. Better yet you should collorabte with you team to create both individual, team and organisational values. This is the best way to get buy-in fom all levels.

Clearly identifying your values, and having your team join the fold, removes ambiguity and creates a solid foundation that eliminates the need to make assumptions and misunderstanding.

• Self-reflective method (SRM)
• Team Self-reflective method (TSRM)

You can find out more about identifying your values by contacting our team.

The 5 Steps Of VBL

Each of the five steps to becoming a Values-based leader has specific actions, tasks and behaviours that must be completed. This is the beginning of the VBL journey.

Values-Based principles:

There is a difference between what is implied and what should be expected. Each leader must be clear about which principles they choose for their organisation and themselves. This is the core of the whole process.

Leadership Character:

It is impossible to fake character. To be the leader that others want to follow, you must expand your understanding of who you are. Expand on your who, what, where, and why.

Trust:

This sounds easy, but it is not. This is your company’s culture. Trust in yourself, your leadership and the direction you are heading can make magic happen. Without it, your team will not trust you, and your performance will be restricted.

Investing in your team:

Your team(s) are a large part in your organisation sucess, if not the largest part and your willingness to invest in them speak volumes. That investment may be a number of things including but not limited to training, development, benifits, bonuses and making them a part of your organisations planning.

Perform at your maximum potential:

People are more productive when they can trust their leaders and feel that they have their best interests at heart. This is unlike traditional methods, where the bottom line is all that matters. Leaders who are clear, consistent and compassionate will win the trust of their team.

Knowing When Change Is Needed

There are two ways to change: either through disruption (e.g. a market crash or a company going under or in ill health) or through conscious choice. Some of the identifiers for the latter and leadership approach include:

• Excessive competition – Agressive, destructive or disruptive behavior.
• Exclusions and exceptions – Some people must follow the rules, while others may override them. This creates an environment that isn’t fair or equal.
• Talking too much and spreading rumours – This is a sign of lack of trust and communication
• False teamwork – Teams don’t work together to achieve their goals.
• Silos- Us against the tem mentality in which managers, teams and other stakeholders are at odds.
• Employee turnover – High turnover can lead to waste and holes within an organisation.
• Low levels of trust and motivation can lead to a breakdown in teamwork and a loss of the foundations that enable high-performing teams to thrive.
• Leaders and employees who don’t fully embody the vision, mission, and purpose of their organisation can create apathy.
• Stagnation – This is caused by a lack in innovation in processes, problem solving and product, service, production, sourcing, and technology.
• Leaders who refuse to recognise that they have a problem, or don’t care enough to make changes, will eventually lead to their demise.

Self reflection

You dont need to wait for the most senior leaders to embrace positive change, the power is in your hands. You have the power to choose to change, grow and adapt for a better future. You must be open-minded, self-aware and ready to accept the truth.

Next on your VBL journey will be to review your current situation and determine the best course of action. This is also the best place to come back to, time and time again. 

Some great questions to  are questions to ask yourself regularly include:

• Is what im doing about me or about them?
• Who is this serving, me or them?
• Am I trying to create a culture that revolves around us or me?
• Does my leadership revolve around me working towards the companies greater good?
• Do I operate from a place that everyone wins?
• Are my vendors, customers, and stakeholders well-informed, and do I genuinely care about their health and well-being?
• Are my business practices fair and ethical?

The four Be’s

These four be’s are a guideline for the agreement that you make with any stakeholder. They will help you operate with a higher consciousness, establish a foundation of cooperation, care, and selflessness.

Be Of Service

Serve and facilitate the business by providing the stakeholders tools that create jobs, profits and opportunities for all.

Be a Guardian

Safegaurd against actions motivated by ego. Be willing to keep others’ egos in check too, so the groups results are in alignment with the values you have set fourth.

Be Generous

Be willing to give to others. Nurture the highest good in all members of your team so they can reach their highest potential. Share your wisdom. Be supportive and encouraging.

Be Diligent

Do whatever you can to ensure that the rights of others arnt violated due to your business practice.

Four Attributes of VBL

The 4 attributes of VBL guide an organisation in a way that helps them and other grow and flourish. Never underestimate the impact that encouragement, kindness and empathy have on others. You can also multiply that by providing skills to advance others, this allows them to thrive and contribute on a greater scale.

As a values-based leader, it is your duty to implement the four attributes of VBL into the organisation your are working with. The four attributes are:

 

1. Self-Reflection

Self-reflection is the ability reflect on your beliefs, values, and priorities. You must be willing and able to reflect on yourself regularly in order to become a values-based leader. You can’t truly know yourself if you don’t have the ability to self-reflect.

2. Balance

To achieve balance, you must be able to look at situations from many perspectives. You must be open to all perspectives and opinions.

3. True self-confidence

True self-confidence goes beyond mastering skills. True self-confidence allows you to accept yourself and recognise your strengths and weaknesses. It also allows you to focus on your continuous improvement. True self-confidence recognises that you will always meet people who are more talented, accomplished, and successful than you. But you can be happy with yourself.

 

4. Genuine Humility

True humility is the ability to never forget who you are and where you come from. True humility is a way to keep your life in perspective, especially when you are achieving success in your career. It helps you to appreciate the contributions of everyone in your organisation and to treat them with respect.

The 10 Principles for Values-Base Leadership

These 10 principles create a cause-and effect dynamic. They also set the stage for a domino effect that starts with your actions. A Values-based orientation in an organisation creates a positive mindset and makes employees feel secure. People are more optimistic, confident, and willing to work harder for the organisation.

(Sets direction)

1.Creates a values statement to serve as a guiding force for all

2. Provides meaning and purpose to the company and its stakeholders

3. Reflects the company’s values in everything it does, everywhere it operates

(Creates proactive company culture)

4. Increases value in the lives of stakeholders and the community

5. Utilizes its influence responsibly to achieve goals

6. Creates an environment of mutual respect

(Betters individuals)

7. Invests in the education and development of stakeholders

8. Empowers others by developing other leaders

9. Commits to correct job fits to foster job satisfaction and improve effectiveness

(Expands business opportunities)

10. Inspires collaboration and innovation by creating a shared value community

The 10 Principles for Values-Base Leadership

Communication is improved

By aligning the company’s values with the values of its employees, values-based leadership improves communication. This alignment allows employees and managers to freely communicate, even when discussing sensitive topics. Everyone is more open to sharing their opinions and thoughts. This helps to improve communication between the company and the consumer. Value-based leaders often speak out about their beliefs to attract support from consumers who share them.

Stronger relationships

Employees feel more at ease when the organisation meets their needs. This  builds trust which in turn strengthens their relationship. This trend of values and beliefs is what consumers will see, which will lead to trust in the company. The relationship between the company and consumers grows as employees develop.

Productivity increases

Trust grows when managers and their employees learn to share what they have in common. Employees are more satisfied with their jobs when they feel they have something in common. This can lead to increased productivity. As executives set new values for their employees, productivity increases. It aligns with their values and makes them better leaders. They can also share their values with their employees. Employees share the same values as their managers, which encourages them to be more comfortable in their work and makes them feel better about the company.

It helps you achieve your goals

Leadership that is values-based creates unity among employees, managers and others. Employees will work more efficiently and collaborate better when they have the same values. Managers and employers must work together to achieve the goals set for the company and their own. They are able to connect with the company and desire for it to succeed.

Improved decision-making

Managers who are values-based make better decisions because their beliefs and values match those of the company. They are committed to the best interests of their business and choose alternatives that will benefit their employees, employers, and their own personal well-being. They are able to evaluate the pros and cons of each option by reflecting on their own actions and then analyzing how they affect each level of the company.

It encourages creativity and innovation

Values-based leaders focus on the collective good and create an environment that encourages creativity and innovation. People are more likely to experiment and take risks, and to develop new ideas.

People want leaders who are true to their values and will push them to their limits. “

It creates a strong culture

Building a high-performance culture requires values-based leadership development. This culture promotes high standards and accountability as well as a commitment towards excellence. Leaders who make decisions and act in accordance with their values empower their teams.

It attracts top talent

People are attracted to strong cultures that align with their values. People are attracted to leaders who share their values, and who challenge them to their limits. Organisations can also use the best leadership courses to make sure their values are incorporated into their training of current and future employees.

Key Learning Points:

• Self-reflection is the starting point
• Find your core values and be prepared to stand up for them
• Be there for one another
• Make sure you create a welcoming and inclusive workplace
• Always bring out the best of others
• Selfless leadership is when you put the needs of others before your own, and expect them to reciprocate
• You must demonstrate accountability for your performance as well as your conduct
• People should reach out to you for guidance and support as they work towards their goals
• Concentrate on cultivating empathy and professional growth
• Have fun with it and celebrate your successes
• With peace of mind, do your best work every day
• Make work a positive experience for all