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Linking Values, Behaviour & Language Of Leaders
- 1. Linking Leadership, Values, Behaviours & Language To Performance Leadership Language Impacting Organisation Culture & Brand Presenter: Anthony Sork Managing Director Sork HC Anthony Sork [email_address] www.twitter.com/anthonysork www.SorkHC.com.au
- 2. Social structures, purpose, values & culture Leadership language & behaviour C.E.P. Constructive language & behaviour The advantage of shared language Language impact on culture & employer branding
- 3. C S.C.
- 4. What Are Values? An individual intrinsic evaluation framework that influences perception, thinking, emotion and behaviour
- 5. Identifying Our Personal Values Most people are generally unaware of their core values in their daily lives though it is the base form of evaluation we use Most choices we make are subconsciously evaluated relative to our value system Usually takes a targeted exercise to consciously define our value system
- 6. 油
- 7. C S.C. Default Chosen
- 8. What Are Social Structures? Entities comprised of members, that exist for the achievement or fulfilment of a common purpose
- 9. Shared Values Social structures develop an identity beyond the purpose for their existence that is linked to the concept of shared values
- 10. 油
- 11. Current State Of Your Values Are your Organisation Values Known? Are your Organisation Values Understood & Accepted? Are your Organisation Values Embedded? Are your Organisation Values Lived?
- 12. Organisations that are able to answer yes have a greater level of influence over their culture and therefore the levels of Engagement and Performance of their people Organisations that answer no likely have fragmented localised cultures that lead to silo oriented defensive behaviours and suppressed performance The Value Of Values
- 13. Personal & Organisation Value Alignment Organisation Values are assessed by forming perceptions about how the organisation represents itself Employees form these perceptions by experiencing the language & behaviours of the organisation What we say & what we do Attraction, Recruitment, Attachment, Engagement & Transitioning phases
- 14. LCEP
- 15. Leader Value Alignment Shared purpose Shared values Common behaviours Common culture If you have shared values, consistent behaviours & common culture, does it follow that you will have a high performance organisation?
- 16. Leadership Language & Behaviour Driving Culture
- 17. Why Create A Shared Language Ever tried to communicate without a shared language? What tends to happen? Being able to communicate effectively with clarity and understanding is a distinct advantage
- 18. Shared Language Of Leaders Clear & common understanding Consistency in use Able to identify, label and discuss behaviour and its impact Clarity of purpose, values, competency, behaviours, culture & performance BLUE
- 19. Shared Understanding & Reduced Emotion Organisations who invest in Leadership language & behaviour create a shared understanding and Common Language Removal of emotion from labelling & adjusting behaviour Use of terms that link Values, Behaviour & Culture Blue (Constructive), Green (Passive), Red (Aggressive)
- 20. 油
- 21. 油
- 22. 油
- 23. Alignment Of Language & Culture Often inconsistency with Organisation Literature and Cultural Objectives Auditing your Literature Mission Vision Values Strategic & Operational Plan Internal correspondence Newsletters
- 24. Investing In Leadership Language & Behaviour Should not be regarded the domain of the Executive Consistency at all levels of leadership for greater cultural impact Need for regular review Development of alternative language options
- 25. Language Impact On Employer Brand The words we use in our external literature speaks volumes about our Organsiation Culture Our Employer Brand is heavily influenced by how we represent ourselves in the public domain & what our people say about us What words are used in your Marketing brochures Websites Proposals Articles written Other