We are inclined, for whatever reason, to treat values like works of art. We view them as nice to hang on the wall, and beautiful to look at, but we dont act as though they truly mean much to us in the real world. In fact, the opposite is true. The best organizations understand their values, articulate them clearly, and hold them higher than any short-term concerns or short-cut methods. This does not put these companies at a competitive disadvantage. It is the source of their competitive advantage. If theres no clarity at the top about what values really mean, then theres no consistency at the management level or further down the organization. This means that theres no way to measure, coach, assess, promote or fire people in line with those values. Any organization that does not articulate its values concretely functions like a modern Tower of Babel. No one can be quite sure that they are speaking the same language at different levels or different locations within the organization. Decisions dont always make sense or feel right. Confusion reigns. No matter how compelling and inspirational the organizations vision may be, its aspirations fall far short in reality. Values are about achieving results in a way that is consistent with what an organization stands for. They provide a direct connection between the CEO, the factory worker and everyone in between; and form the basis of the organizations “brand” as understood by employees, customers, suppliers and even shareholders. When the work is done right, values provide an organizing principle, a directional compass that helps organizations succeed; they become a source of energy for an organization’s vision, strategy and day-to-day efforts. Vision, strategy, market share, reputation and profits are all very important but having a clear and consistent set of values is far more critical in predicting whether an organization will continue to succeed and grow as its people, markets, competitive landscape and technology change. People must make their contributions to an organization willingly and independently to bring passion, commitment, creativity and energy to a job. But they will do so only so long as they believe that what they are doing is authentic and meaningful, and is part of a code of commitment shared by the organization as a whole. Inside the Box focuses on values in a clear and practical way to understand what they are, where they come from and how they are transmitted from employee generation to generation. Inside the Box provides a roadmap for any leader or manager on how to identify the values that make an organization, department, team, or individual unique. It also shows how to measure whether an organization or individual is operating according to those values, and how managers can use values as the basis for all of their people decisions and drive superior performance as a result.
Book Details:
- Author: David S. Cohen
- ISBN: 9780470157626
- Year Published: 2006
- Pages: 320
- BISAC: BUS071000, BUSINESS & ECONOMICS/Leadership
About the Book and Topic:
We are inclined, for whatever reason, to treat values like works of art. We view them as nice to hang on the wall, and beautiful to look at, but we dont act as though they truly mean much to us in the real world. In fact, the opposite is true. The best organizations understand their values, articulate them clearly, and hold them higher than any short-term concerns or short-cut methods. This does not put these companies at a competitive disadvantage. It is the source of their competitive advantage. If theres no clarity at the top about what values really mean, then theres no consistency at the management level or further down the organization. This means that theres no way to measure, coach, assess, promote or fire people in line with those values. Any organization that does not articulate its values concretely functions like a modern Tower of Babel. No one can be quite sure that they are speaking the same language at different levels or different locations within the organization. Decisions dont always make sense or feel right. Confusion reigns. No matter how compelling and inspirational the organizations vision may be, its aspirations fall far short in reality. Values are about achieving results in a way that is consistent with what an organization stands for. They provide a direct connection between the CEO, the factory worker and everyone in between; and form the basis of the organizations “brand” as understood by employees, customers, suppliers and even shareholders. When the work is done right, values provide an organizing principle, a directional compass that helps organizations succeed; they become a source of energy for an organization’s vision, strategy and day-to-day efforts. Vision, strategy, market share, reputation and profits are all very important but having a clear and consistent set of values is far more critical in predicting whether an organization will continue to succeed and grow as its people, markets, competitive landscape and technology change. People must make their contributions to an organization willingly and independently to bring passion, commitment, creativity and energy to a job. But they will do so only so long as they believe that what they are doing is authentic and meaningful, and is part of a code of commitment shared by the organization as a whole. Inside the Box focuses on values in a clear and practical way to understand what they are, where they come from and how they are transmitted from employee generation to generation. Inside the Box provides a roadmap for any leader or manager on how to identify the values that make an organization, department, team, or individual unique. It also shows how to measure whether an organization or individual is operating according to those values, and how managers can use values as the basis for all of their people decisions and drive superior performance as a result.
The Value of Values: Staying true to principles is the way lasting organizations navigate change without losing their bearings and sense of direction. Values guide the direction and growth of the organization, provide a directional compass, help identify employees who belong and employees who dont, act as a filter for strategy and people decisions, and offer satisfaction and meaning when objectives are reached. Without values, an organizations vision has no direction or energy source. Practical Approach: Provides a roadmap for any leader or manager on how to identify the values that make an organization, department, team, or individual unique; how to measure whether an organization or individual is operating according to those values; and how managers can use values as the basis for all of their people decisions to drive superior performance. How to Integrate Values: How to make values the hub at the center of your organizations people process system: hiring, performance reviews, succession planning, leadership development, 360 degree feedback and coaching, linking values and vision to strategic processes and business objectives to improve your competitive edge: Case Studies: Features stories of companies that achieve greatness consistently over time by living their values, such as Johnson & Johnson, Southwest Airlines and even the New York Yankees. It also looks at organizations that have struggled recently and publicly with issues linked to value conflicts, and examines a number of organizations like Federal Home Loan Bank of Pittsburgh and Aventis-Pasteur that are currently striving to integrate their values with their leadership discipline and daily work processes. Author platform: David Cohen consults to some of the best-known organizations in North America, Europe, South East Asia, Brazil, and the Caribbean. He is a sought-after speaker, frequently appearing for Linkage Conferences, IQPC, HRPAO, and keynote presentations. He will use the book with, and promote it to, his clients, at speaking engagements, and through the media.
About the Author
David Cohen is a Principal in the Strategic Action Group, a consulting firm specializing in organizational and leadership development. He has consulted with a diverse group of clients in Canada, the United States, and Brazil, as well as in Europe, South East Asia and the Caribbean, specializing in the design and delivery of leadership development, management development programs and integrated human resources processes consistent with the corporate vision, values, behaviors and business plan of each client. He is a sought-after speaker, frequently appearing for Linkage Conferences, IQPC, HRPAO, key note presentations, and also teaches two executive continuing education programs at the Schulich School of Business, York University. He has appeared on CBCs Venture, CityPulse 24, and a variety of radio shows. Dr. Cohen holds a doctorate in Education from Boston University, and completed independent doctoral studies at the Harvard School of Education.