competency series values workshop chandramowly
DESCRIPTION
TRANSCRIPT
Knowledge is Power Develop Knowledge is Power Develop and Shareand Share
Agenda – Day 1Topic Activity Time in
MinutesIntroduction Presentation 20
Values - Concepts 1 Interaction 40Roots of Revelation - Exercise
that reveals the hidden attributes of individual
Game 40
Break
10
Are you listening ? Game 5Values - Concepts 2 Presentation 10
Value Auction - Game Exercise 30 Interaction 5
Personal Value Questionnaire Exercise 20What are Values - Definitions Presentation 10
Cause and Effect theory Presentation 5
Break
10
How do I get your Goat? Game 15Value Types Presentation 3
Crossing the I - Beam Game 10Organizational Values Presentation 3Mission-Vision-Values-
Competencies Presentation 5
Agenda – Day 2Topic Activity Time in
MinutesValue Practices Group Exercise 30
Research Data on Values Presentation 2 Presentation 3
Values-Competency Exercise 10Building Stories to all Values 15
Resolving Value conflicts Presentation 2Breathing our values Exercise 3
Trust Focus Exercise 20
Break 10Caring Focus Exercise 5Caring Focus Exercise 30
T& R Orientation Exercise 10Enthusiasm Exercise 10
Honesty Game 5The Open License - clarifying value decisions Presentation 3
What is in it for me for practicing values Presentation 2Living Values - 5 Ps Presentation 2
Shaping Values - T E A M approach Presentation 2
Break 10Presentation of Participants Exercise 60
Closing Presentation 5
Core Competencies – Differentiating Behaviors
Business Excellence Drive for Results
Business Acumen Innovation
Execution ExcellenceManaging Change
Customer CareContinuous Improvement
People ExcellenceLeadership
Managing RelationshipsCommunication
Core Competencies – Differentiating Behaviors
Proficiency Level Description of Proficiency level
Level 1 Demonstrates the effective application of this competency.
Level 2 Independently uses this competency in routine situations. Solidly performs this competency.
Level 3
Demonstrates advanced mastery of this competency. Successfully applies this competency to new situations. Sought out as a coach or resource by others for development on this competency.
Displays drive to achieve growth targets by maximizing business opportunities. Has the ability to take calculated risks to enhance results and yet be realistic in setting
targets Proficiency Level 1 Proficiency Level 2 Proficiency Level 3
Brings high energy and enthusiasm to everyday work demands and stretch targets;
Works for the given goals on his own; stretches beyond these goals when pushed and meets results within deadlines
When faced with obstacles, applies a variety of tactics to overcome them
Delivers information and resources to the lowest level of responsibility to enable employees to respond effectively in many different situations
Quickly escalates problems/decisions that require a higher level of management attention and involvement to manage and resolve them
Shares a positive outlook on business challenges and responds resourcefully to setbacks and constraints
Stays focused on the most important factors when planning and executing work. Willingness to go beyond the brief to ensure task completion.
Shows commitment to the bank goals and takes ownership of issues whenever required
Makes timely, well-thought-out decisions to move forward despite incomplete information and/or the absence of clear direction from others
Takes calculated risks to enhance business results and yet sets realistic achievable targets
Actively prioritizes the relative importance of objectives, activities and events in relation to bank’s goals, keeps everyone focused on the most critical things to accomplish
Shows comfort with taking quick, decisive action when circumstances call for this approach
Locates decision-making authority with individuals who are closest to the issues and in possession of the most reliable information
Delegates authority and responsibility to others, allowing them to apply and grow their full talents and abilities; builds others confidence and capability for independent action and greater risk taking
Business Excellence - Drive for Results
Execution Excellence - Managing Change
Comfortable with the inevitability of change; Translates broad based strategies to realistic & implementable plans and ensures speedy execution keeping in mind
operational efficiencies ; Ensures maximum/efficient use of resources.Proficiency Level 1 Proficiency Level 2 Proficiency Level 3
Ensures speedy execution of planned change initiatives, using resources efficiently
Demonstrates a positive orientation and adapts to change quickly; modifies own behavior to fit in with the situation at hand
Responds to change with a positive attitude, recognizes the merits of different approaches and readily adapts them when suitable to own work
Seen as easy to approach; listens well to what others have to say and makes time for them when asked
Recognizes that different people have different styles; works effectively with a variety of individuals and groups
Translates broad based strategies to implementable work plans , keeping operational efficiencies in mind
Is open to opposing views and seeks to understand other people’s viewpoints; shows willingness to compromise to achieve desired goals
Demonstrates ability to adapt and work within tight resource constraints and fast-changing conditions to meet objectives
Keeps aware of what is going on and detects new dynamics at work or early signs of change that may impact personal or team’s effectiveness
Seeks to understand cultural differences and demonstrates compatibility with many different cultural environments
Obtains buy-in and cooperation so that implementation of new ideas/ processes can be more successful when leading change efforts
Devises broad strategies to initiate and manage change;monitors and implements such changes successfully
Tolerates considerable uncertainty and ambiguity; remains calm and stable during periods of stress and rapid change
Responds positively to changing situations and expectations; appreciates the constraints and advantages involved and adopts workable plans for moving forward
Reads the dynamics of situations accurately and responds in a manner that takes these dynamics into effective consideration
Develops and champions initiatives that build greater flexibility and adaptability into the way the bank operates, consistent with essential controls
Listens for and recognizes underlying issues or concerns from others and uses this understanding to more fully and sincerely address their needs
People Excellence - Communication
Creates an atmosphere in which accurate, timely and accurate information flows smoothly both externally and internally.Is able to communicate openly and give
negative feedback constructively.Proficiency Level 1 Proficiency Level 2 Proficiency Level 3
Articulates ones thoughts clearly, openly and convincingly to relevant stakeholders
Speaks up when required and uses firm, assertive language to communicate what one believes is important, even when there are divergent opinions
Communicates negative information straightforwardly and in a sensitive manner so that it can be properly understood and addressed constructively
Actively ensures smooth of communication both downwards and upwards
Communicates well up, down, and across the organisation, adapting language and style to connect with all parties and encouraging a lively exchange on ideas, issues and questions being raised
Keeps people informed and up-to-date; shows a preference for transparency in everyday business dealings
When influencing or negotiating, promotes a collaborative approach by actively soliciting relevant inputs from all the parties and striving to create options that generate mutual gains
Uses clear and unambiguous statements when making commitments to avoid misinterpretations or perceived implied promises
Expresses thoughts effectively and convincingly using appropriate verbal and non-verbal behaviors to reinforce logical, concise messages
Creates an climate of openness in the workplace to ensure the free flow of ideas and information between individuals and groups throughout the bank
When promoting a particular initiative or approach, identifies the views and concerns of key stake holders and communicates to them the background and rationale for one’s approach in order to enlist their support
Drives for more transparency and better information flow within the bank by sponsoring new and strengthened communication practices and systems that have clear impact
Reads subtle dynamics of situations and people’s reactions accurately and responds in a manner that take these dynamics into proper consideration
ORGANS OFORGANS OFACTIONACTION
HANDSHANDS
SMELLSMELL
TASTETASTE
TOUCHTOUCH
FEETFEET
SPEECHSPEECH
GENERATIONGENERATION
EVACUATIONEVACUATION
LIGHTLIGHT
SOUNDSOUND
ORGANS OFORGANS OFPERCEPTIONPERCEPTION
Receive , PerceiveReceive , PerceiveDispatchDispatch
MINDMIND
JUDGEJUDGEReasoning, DecidingReasoning, Deciding
ActionActionInactionInaction
ResultResult
THINKINGTHINKING
DirectsDirectsRegulateRegulate
Focus: PresentFocus: Present
ValuesValuesMotivesMotivesBeliefsBeliefs
INTELLECTINTELLECTCONFLICT - DECISIONCONFLICT - DECISION
EMOTIONSEMOTIONSFEELINGFEELING
Rambling, flowingRambling, flowingPast and FuturePast and Future
EntropyEntropy
EffortEffort
WORLDWORLD
STIMULISTIMULI
MINDMIND
THOUGHTSTHOUGHTSPROPELLEDPROPELLED
BY THEBY THEMINDMIND
SUPERVISED SUPERVISED ANDAND
GUIDED BYGUIDED BY
NO NO SUPERVISION/SUPERVISION/
GUIDANCEGUIDANCE
INTELLECTINTELLECTDecidesDecidesActionsActions
PERSONALITY PROFILESPERSONALITY PROFILESMind and Intellect DominanceMind and Intellect Dominance
OO
100% Discriminative100% Discriminative
AA 0% impulsive0% impulsive
SANESANE INSANEINSANE
75% Discriminative
B
25% Impulsive
EMOTIONALEMOTIONAL
50% D
iscriminative
C
50%Im
p ulsi ve
D
25% D
iscrim
inative
75% Im
pulsive
HYSTERICAL
HYSTERICAL
EE100% impulsive100% impulsive
0% Discriminative0% Discriminative
Reducing impulsive nature and increasing discriminative power strengthens our values
Value Auction
30
A SATISFYING FAMILY LIFEFREEDOM TO DO WHAT I WANTRESULTS ORIENTATION SELF DISCIPLINELIFE TIME FINANCIAL SECURITYA CHANCE TO HELP OTHERSUNDERSTANDING THE MEANING OF LIFEWORLD WITHOUT CORRUPTION AND LIES.OPPORTUNITY TO BE RESPONSIBLEINNOVATIVENESSENTREPRENEURSHIP & RISK TAKINGA PASSION FOR EXCELLENCEOPPORTUNITY TO MAKE A MILLION DOLLARSGOOD HEALTH FOR ALL OF YOUR LIFE ………………. Amount I
budgetHighest
amount I bid
Sold for
Value Auction
The Price of Success Success, like everything else, has a price.
We often don’t succeed simply because we are not willing to pay that price.
It is therefore essential that we are clear about what the price of success in our lives is and if we are willing to pay it.
Value Auction Discussion Questions Why did you not get what you
wanted?
What were you prepared to pay for what you wanted?
What implications does this have in real life?
What is the price for What is the price for mymy success? success? What is the investment that I need to make in
order to succeed: to be a ‘master’ and not a ‘victim’?
What are Values ? What says the wisest man? An internal compass of human
conscience, which discriminates The bottom of personality iceberg
which govern our life They are behind our choices and
decisions, drive the quality and character of means to achieve results
Earlier Times : ‘ How can we tell a lie’? – we have family to look after’ Today : ‘How can we speak the truth? – we have family to support.
What are Values?
Values are the attitudes about Values are the attitudes about the worth or importance of the worth or importance of people, concepts, or thingspeople, concepts, or things.
Values are the emotions or feelings which underpin human choice or decisions, and alsodetermine the quality and character of the means employed to accomplish those choices
Values Cause and Effect Types Organisational Values Values – Overview of a research
data Disvalues - some reasons Leadership Values
Values, if articulated well, displayed by leaders and lived by all, gets protected and that protects organisation and one and all.
Cause and Effect Cause at present produces future effect Present effect has the past cause Effect return to the source of the cause Each cause produces its own effect – no
mutual cancellation Action and Results are like sowing and
Reaping
Sow before you reap means- give before you get. Get before you give ? doesn’t work well. Effect of reaping is not immediate, it needs gestation period
What Do You Value?
Organisational Special Values of Winning Organisations Internally derived Values are articulated, lived and
assessed Connected to Mission, Vision and
Competencies
Winning Leaders articulates values to entire organisation. Embody with their own behaviour, encourage others to apply, confront and deal with pocket of ignorance and resistance.
Image of desired future
Criteria of actions/decisions
Mile stones we set
Activities to reach Goals
MISSIONMISSION
VISION
VALUES
GOALS
TASKS
The Purpose and Reason
for Existence
COMPETENCIESSKAs of superior performance
Microsoft ApproachMICROSOFT VALUE FILTERS
Values
Responsible for Decisions m
ade
Delivers on com
mitm
ent to people
Delivers best in given situation
Displays can do approachDem
onstrates Perpetual Enthusiasm
Makes
things happen
Inspires others to go
the extra m
ile
Makes work
exiting and interesting
Walks the
Talk
Transparent in what one
says
Always m
aintains integrity
Places Organisatio
n first
Listens and responds
with em
pathy
Has a genuine
concern for others
Is humble,
courteous and
approachable
Always m
indful of com
munity
Trustworthy Enthusiastic Caring HonestDrive for Results
Business Acumen
Innovation
Customer Care
Managing Relationships
Continuous Improvement
Leadership
Communication
Managing Change
Value – Competency Matrix
Competencies
C V
Ethical Values on the Job
HonestyFairnessObedience to the LawCompassionRespect for othersLoyaltyDependabilityCourageHelpfulnessSelf-controlTruthfulness
What importance each has in your job
VeryImportant
NotImportant
Some whatImportant
Floating on the MoonA Group member stands at
the center of a circle made by 7 others and falls back-front-
sideways, closing his eyes while group holds him
avoiding a fall. We will have 3 groups doing it at a time
Caring – Concern for others
Caring – T and R Orientation
Game : Strength of Values
Values of StrengthParticipants in pair of s
stand face to face, join their palm using the force of their
‘Values'. Equals display stability and stillness. Weak
is pushed down.
Exercise: The Incident
You are riding in a car being driven by a close friend when your friend hits a pedestrian.You know your friend was driving at least 60 km/hr in an area of the city where the maximum speed is 35 km/hr.There are no witnesses
Your friend’s lawyer says that if you testify under oath that the driver’s speed was only 35 km/hr, it may save your friend from serious consequences
Question:
Would you do it?
The IncidentThe Incident
"What’s in it for me for practicing Values?,"
""Quite a bit--Quite a bit---A more accurate perception of the -A more accurate perception of the
world around you, world around you, -Greater control over your behavior,-Greater control over your behavior, -A stronger personality, and greater -A stronger personality, and greater
likelihood of being happy in life." likelihood of being happy in life."
•Individual appreciationIndividual appreciation
Living the Values If you don’t live it, you don’t believe it Leaders are nailed to wall if they fail to live the values Values are like finger prints.No body’s are the same, but
you leave them all over everything you do. (Elvis Presley) If … ‘TECH’ is important, then the compensation system
should reward its application An organization's culture is the sum of its shared values,
beliefs and norms of behavior People change their beliefs only when new evidence shows
them persuasively that they are false. Behaviors are beliefs turned into action. Behvaiours deliver
the results. They are where the rubber meets the road.
We can make our Values and Behaviours as a HABIT by consciously practising over time. With repeated practice they become internalised. An internalised behaviour occurs automatically in a given situation, which will move up organisation’s reputation to greater heights.
PURPOSE I feel myself as being an ethically sound person. I let my conscience be my guide. No matter what happens. I am always to face the mirror and look myself straight in the eye.
PRIDE I feel good about myself. I don’t need the acceptance of others to feel important. A balanced self-esteem keeps my ego and my desire to be accepted from influencing my decision.
PATIENCE I believe that things will eventually work out well.I am at peace with what comes my way!
PERSISTENCE I stick to my purpose, especially when it seems inconvenient to do so. My behaviour is consistent with my intentions.
PERSPECTIVE I take time to enter a day quietly in a mood of reflection. This helps me to get myself focussed and allows me to listen to my inner self and to see things
more clearly.
The 5 Point paradigm of Kenneth Blanchard and Normal Vincent Peale on Ethical power of Managers
Shaping Values Using the T-E-A-M approach
Teach the Values Enforce the Values Affirm the Values Model the Values
What Is Your Organizational Culture?
StatedStated PerceivedPerceived
List of values, ideals, goals, company says it endorses
Values, beliefs, and norms that are rewarded
What Is Your Organizational Culture?
If you were asked to describe your company to an outsider, how would you answer the following questions?
1. What 10 words would you use to describe your company?
2. What is really important?
3. Who gets promoted?
4. What behaviors get rewarded?
5. Who fits in and who doesn’t? Why?
Walk through my Gallery
Walk through my Gallery – Assimilation of all values Individual participants or groups
will capture their values in PICTURES, SKETCHES or SYMBOLS.
While the top management walks through the gallery, the group takes them through and explain the meaning of their symbolic work.
Wrap-up
Caring االهتFمامListening األستFماعConcern for others االهتFمامبFاآلخريFن Mindful of community وادراكامنالFمجتFمع
Honest صFادقWalks the talk منFاحيالFحديFث Integrity الFنFزاههEnthusiastic متFحمسvisible in action مرئFيFةفFيالFعمل inspires others يFلFهماآلخريFن Trustworthy جديFربFالFثFقة Responsible مسؤولDelivers commitment يFسلFمااللFتFزام Does the best in given situation هلاألفFضFلفFيحالFةمعيFنFة
Al Ih’ti-maam Caring االهتFمامAl I s’ti-maa’ Listening األستFماعAl Ih’ti-maam bil aakhi reen Concern for others االهتFمامبFاآلخريFن Wa Idraaka min Al muj tame Mindful of community وادراكامنالFمجتFمع Saadiq Honest صFادقManaa-hi al ha deeth Walks the talk منFاحيالFحديFث Al nazaaha Integrity الFنFزاههMu tah mas Enthusiastic متFحمسMar niyaata fil Amal visible in action مرئFيFةفFيالFعمل Yal ham Al Aakha reen inspires others يFلFهماآلخريFن J adeer bil Saqa Trustworthy جديFربFالFثFقة Mas ool Responsible مسؤولYaslim Al I ltizaam Delivers commitment يFسلFمااللFتFزام Hal Al Afzal fee alta Maeena Does the best in given situation هلاألفFضFلفFيحالFةمعيFنFة