Positive values-based leadership
In a previous article entitled ‘The socio-economic impact of destructive leadership’, I discussed the high personal and organisational cost of toxic leadership. I identified five types that I have observed. These are: type one – the patronising, arrogant, ‘know it all’; type two – the something to prove; type three – the not interested; type four – those that don’t want to know; and type five, the incompetent.
While the acceptance in organisations of toxic leadership is still too high, and examples of toxic leadership abound; there are also many shining examples of positive leadership and management.
I have been very privileged to work with a number of organisations that demonstrates positive values-based leadership and management continually. It is always a pleasure being involved with an organisation that is truly values based. This is because, for me, the antidote to toxic leadership is values-based leadership.
Values Based Leadership (VBL) is a style of leadership that builds on the shared beliefs and assumptions of the leader and the team. Values-based leaders recognise that team and organisational culture can be managed to effect positive workplace dynamics that support success. This is because a common set of shared work values and behaviours encourages greater team alignment, which in turn leads to greater team cohesion and higher productivity.
VBL is both a leadership style and a philosophy: a leadership style because it provides methods and behaviours when leading and managing others; a philosophy because it is a belief system that drives leaders’ decision-making. Underlying VBL is the fundamental premise that leaders can create and lead a positive and productive culture through values alignment.
Let’s start by quickly defining leadership and values. Leadership is the capacity to influence within an organisation or entity. We can all be leaders regardless of organisational position. Values stem from our belief systems and are the fundamental principles that drive our behaviour. Importantly, individual values guide individual behaviour, team values guide team member behaviour and organisational values guide an organisation’s employees’ behaviour.
Creating and building a values-based culture relies on at least some leadership buy-in. My experience is that this does not need to be at the top of an organisation (although this is ideal), it can start at any level. The crucial point is that it just needs to start. I have witnessed small work teams build their own workplace culture and through this initial activity, their positive values-based approach to work has then started to be taken up by other work teams.
The process generally begins with a work team agreeing on a set of values (again this can be at a team, divisional or organisational level. Let’s talk about a work team. Five to seven values are appropriate as too many can be unwieldy. There are multiple ways to achieve this. I often facilitate team workshops to assist in this process. During these sessions, I have found that starting with a list of values and reducing down to about five is easier than starting with a blank page. There are multiple free lists available on the internet that can be downloaded. Alternatively (warning shameless plug coming), you can purchase values cards with an instruction booklet on how to facilitate a values session from my organisation the Leadership Alliance.
No matter how you derive a list of team values, in order for them to be useful they should include the meaning behind the value and the behaviour that it elicits. An example of team values and their meanings is represented below. In this example, a project team identified the values below as a way to support their success.
Values to Action
Of course, identifying an appropriate set of values is important BUT the key is the follow-through. This means holding each other accountable to the values. Again, from my experience working with teams, I have found there are three vital aspects to following through. These are clarity of direction, trust in leadership and each other, and continual, relentless reinforcement. This is represented in the diagram below.
Direction, Clarity and Involvement
Clarity of direction matters! Time and time again I sadly see organisations that don’t necessarily lack direction or goals but rather lack clarity as to what they stand for. In other words, the organisation is not clear on its values. This generally results in a weak culture with employees unclear as to what is expected of them. Conversely, the good news is that I am working with a growing number of exceptional organisations that demonstrate and practice a clear set of values that engage and energise employees.
Consistent, Continual, Relentless Reinforcement
Clarity of values requires consistency of work practices. Organizations express their values in the daily actions of leaders, in recruitment policies and in workplace policies and procedures. Leaders train their staff every single work day by their actions alone. My research has highlighted the simple, embarrassingly obvious truth that leaders must consistently ‘walk the talk’.
Respect and Trust in Organizational Leadership
Trust in leadership is consistently at the top of employee wish lists. People will simply not follow leaders they do not trust. In companies where the leaders act consistently, and are respected by peers and subordinates then my experience and research have shown employees are more loyal, engaged and productive.
Finally
All it takes is commitment - the values, meaning and expected behaviours need to be clear as do the consequences of non-compliance; and leaders need to be committed to building a values-based culture.