Values Codifying Values & Business Principles Conference Keynote Presentations

Values

We help leaders engage their people with workplace values so they can bring their best selves to work. Our mission is to help others identify and codify values and ethical principles which in turn helps employees thrive and achieve business goals. For leaders who get it right, clarifying values and aligning systems renews employee commitment and enhances morale as control gives way to a trusting environment. It is here that innovation is released.

All successful organisations in the values area are successful because they nurture inclusive cultures that promote a shared vision for success; state a clear purpose and a set of values that employees can sign up to; define key relationships inside and between stakeholders and measure culture and benchmark workplace actions against stated values

Without prescribing what a set of values should look like, we help identify values and initiatives that ensure employees better understand their personal accountability through:

Values Clarity

The process of clarifying an organisation’s values begins with clarifying:

  • The values currently being lived out in the organisation and the values its members aspire to
  • The values that will enable the organisation’s goals to be better served
  • The values desired by wider stakeholder groups
  • The best set of values that will resonate with members, refresh culture and accelerate progress.

Building Board Room to back room values alignment

Here we build the business case to secure buy in to the values initiative from the board room to the back room. We facilitate a dialogue with critical stakeholders to position values as:

  • The organisation’s success formula (aligned to strategy) and blue print for its leadership model
  • A valuable Ask management decision making model
  • Integral to performance management indicators
  • Guiding the “personality” of the organisation to safegard its social license to operate

Values Communications Strategy

Organisational feedback and research is collated and used to draft a set of values and supporting behaviour standards. The draft values are then presented to the Executive team for validation. Once signed off, they are rolled out in workshops and Town Hall style meetings.

Workshops are designed to skill employees in values based decision making addressing a typical set of workplace issues. In doing so they promote:

  • A shared understanding of the types of behaviours that will represent the organisation’s stated values in pursuit of its business goals
  • A shared understanding of what is unacceptable behaviour at work
  • The link between organisational values and cultural consistency across departmental or geographic boundaries
  • A boundary between personal and organisational values and when one takes priority over the other
  • Employee awareness of how values can be challenged and how to raise issues of concern
  • Participant understanding of the macro context of social changes affecting workplaces today resulting in new expectations of appropriate workplace standards
Codifying Values & Business Principles
Values & Innovation

Managing Values is a values driven organisation committed to helping others identify and codify values and ethical principles to help employees thrive and achieve business goals. For those leaders who get it right, clarifying values and aligning systems, renews employee commitment and enhances morale as control gives way to a trusting environment. It is here that innovation is released.

We help leaders help their people to bring their best selves to work and share in the organisation’s success. All successful organisations in the values area are successful because they nurture inclusive cultures that:

  • Promote a shared vision for success
  • State a clear purpose and set of values that employees can sign up to
  • Define key relationships inside and between stakeholders
  • Measure culture and benchmark workplace actions against stated values

Without prescribing what a set of values should look like, we help identify values and initiatives that ensure employees better understand their personal accountability and how they can enhance their workplace experiences. This is achieved through:

Values Clarity

The process of clarifying an organisation’s values begins with:

  • The values currently being lived out in the organisation and the values its members aspire to
  • The values that will enable the organisation’s goals to be better served
  • The values desired by wider stakeholder groups
  • The best set of values that will resonate with members; refresh culture and accelerate progress

Building Boardroom to back room values alignment

Here we build the business case to secure buy in from the board room to the back room to the values initiative. We facilitate a dialogue with critical stakeholders to position values as:

  • The organisation’s success formula (aligned to strategy)
  • A blue print for the leadership model
  • A valuable collective and risk management decision making model
  • Guiding the Personality of organisation
  • Integral to performance management indicators
  • The basis of the organisation’s social license to operate

Values Communications Strategy

Organisational feedback and research is collated and used to draft a set of values and supporting behaviour standards. The draft values are then presented to the Executive team for validation. Once signed off , they are rolled out in workshops and townhall meetings.

Workshops are designed to skill employees in values based decision making addressing a set of typical set of workplace issues. In so doing they promote:

  • A shared understanding of the types of behaviours that will represent the organisation’s stated values in pursuit of its business goals
  • A shared understanding of what is unacceptable behaviour at work
  • The link between organisational values and cultural consistency across departmental or geographic boundaries
  • A boundary between personal and organisational values and when one takes priority over the other
  • Employee awareness of how values can be challenged and how to raise issues of concern
  • Participant understanding of the macro context of social changes affecting workplaces today resulting in new expectations of appropri-ate workplace standards

Values Training

Our Leadership Values Workshop are designed to gain high-level commitment from each member of the Leadership team to role model the stated values and safe-guard the integrity of the organisation by building values based workplace cultures. Non financial risk is today seen as one of the greatest challenges for leader-ship teams and our values and ethics initiatives are designed to skill leaders to address this growing area of concern.

Drawing on the latest research, we build the business case for “managing by values” and showcase best practices from around the world.

Leaders are challenged to engage with values dilemmas drawn from their business context and to justify to peers how decisions can be made to balance growing business with safeguarding reputation for integrity. The Executive team then work together on an action to plan designed to incorporate stated values and busi-ness principles into:

  • The Strategic and Operation Plans
  • The Fraud, Risk & Corruption Plan
  • Performance Management and Reward and Recognition systems
  • Recording and reporting systems and Community engagement
  • Cultural change programs

Learning Outcomes

  • Heightened understanding of the advantages of values based management practices and their relationship to contemporary concepts such as “social license to operate”, “stakeholder capitalism”, “reputation stewardship” and “employee engagement”.
  • Heightened understanding of the boundaries between organisational and personal values and where each takes priority and how it shapes personal accountability.
  • Skill development in responding appropriately to what is expected in meeting the principles and values embedded in codes of conduct and codes of ethics
Conference Keynote Presentations

Managing Values presenters facilitate workshops and make keynote presentations to explore the skills necessary for ethical leadership accountabilities. Keynote addresses can also be tailored to specific industry challenges. Our goal is to skill future leaders to act on points of principle rather than points of profit or share price dynamics. All our presentations are interactive and we use hypotheticals, dilemmas and scenarios to engage our audiences in ethical decision making. General topics include business ethics, leadership, organisational culture, corporate social responsibility, sustainability, values and governance. Listed below are the topics Managing Values has presented to industry conferences and public conferences as a response to client requests.

Values Clarity

Target Audience: Executives, Risk and Governance Executives, Boards

The Global Financial Crisis has dramatically highlighted the ethical dimension of business as civil societies around the world were destabilised by the economic recession. The popular definition of insanity is to keep doing the same things while expecting a different outcome. The question most people are asking about the global financial crisis is “what’s to stop it happening again?” What will fundamentally change in our capitalist system to ensure that the degree of madness wit-nessed over the past 12 years cannot simply repeat itself? This presentation looks at the new models for business success that are being put forward in the wake of the GFC and builds the business case for why ethics must be part of every business’ agenda going forward.

Topic: Why Business-as-Usual is No Longer an Option

ORGANISATIONAL CULTURAL FIT FOR THE 21st CENTURY

Business is the only true corporate citizen today and this brings with it new found global accountability’s around establishing the ethical floor below the global marketplace. It’s clear that executives are under increasing pressure to ensure that the companies they lead are “good” — variously meaning ethical, responsible, sustainable, environmentally friendly, and respectful of laws, regulations and international codes of conduct. In short, that they are good corporate citizens. This keynote helps to define what CSR means for each organisation and how to nurture a supporting culture as the immediate challenge for the next decade.

Topic: The Rise of the Amoral Manager

Target Audience: Executives; Risk & Governance executives; Boards.

Perhaps the least discussed and understood trend in modern business practices has been the gradual shift towards an amoral style of management that leaves organisations vulnerable at the very time when reputations have never been more valued. We review the latest research as well as providing insights into strategies to help turn this amoral tide. This whole area can be the subject of a workshop or a keynote presentation.

Topic: Modern Day Virtues and Vices

THE RISE OF ENTITLEMENT — PUBLIC VIRTUE PRIVATE VICE
THE SEARCH FOR PURPOSE IN BUSINESS

Entitlement theory holds that many young or successful people can come to think that they are entitled to just about anything they can lay their hands on as either their right or the legitimate trappings of success.

Examples of double standards include executives using company assets to fund their lifestyles, board members freeloading, government ministers’ rorting their expense accounts or the death of deference amongst the young people entering the workforce who are demanding immediate promotional
opportunities. Post GFC entitlement is even affecting middle managers who now feel free to cheat their organisations because they feel they are entitled because their organisations have been seen to cheat them by withholding previous bonuses and rewards.

This keynote or workshop highlights how easy it is for executives, managers and ministers to slip over the line and begin to believe they are entitled to more.

Topic: Good people behaving badly

HOW UNETHICAL BEHAVIOUR CAN BE LEARNT AT WORK OR THE GOOD THE BAD AND THE UGLY ETHICS, VALUES, ORGANISATIONAL CULTURE

It is a sad reflection on the state of business fitness that the types of ethical issues that continue to emerge are more the result of an absence of any efforts to embed the ethical dimension into institutional systems than an indication of Machiavellianism. Traditionally, the ethical dimension has existed as the depth dimen-sion of organisational life surfacing in times of crisis and challenging organisational leaders with accountability’s that were typically taken for granted.

Many of the most recent corporate failures were found to have company cultures where glossy corporate value statements belied a reality that there were in fact two sets of rules — a formal policy that set out how things should happen and then an informal policy that allowed people to bypass the systems to enhance the bottom line.

This presentation addresses why good people do bad things and explores why some organisations get it spectacularly right, some get it horribly wrong and still others struggle with the challenge of social relevance in a 21st century context.

Topic: Legally innocent versus ethically guilty

Target: Public Affairs, Risk & Brand Managers
WHY BUSINESS ETHICS MATTER

In a world of litigation and class actions, responsibility has become an increasingly prominent business risk. Legal compliance is the minimum requirement for entry into the business world, society however is now demanding an accountability that goes far beyond this baseline position and the question remains: is minimal compliance the most prudent business decision?

This presentation is designed to build the business case for ethics as critical to reputation management.

Topic: The Rise of Virtue Capitalism

Target: CSR Managers, Strategic Planners

There’s never been a better time to be in business because we have so many new business leaders pioneering new business models leveraging of inspirational visions of how to make a difference as well as achieve their organisation’s goals.

They nurture enabling cultures that listen to both customer and employee needs. In these cultures innovation, creativity & discretionary effort are encouraged and rewarded and there is an explicit commitment from the top to balance what’s good for the organisation with what’s good for society.

This presentation focuses on the new business leaders who have made profits with principles their mantra and in so doing have created top performing organisations in their industry sectors.

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