Triple Crown Leadership: How Ethical Organizations Can Take the Lead
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1 Triple Crown Leadership: How Ethical Organizations Can Take the Lead Bob Vanourek March 30, 2016 Rochester Area Business Ethics Foundation & Conscious Capitalism Rochester Chapter
2 Central Premise Commit to Build an Excellent, Ethical, & Enduring Organization
3 5 Practices of Triple Crown Leadership Head & Heart The Colors Steel & Velvet Stewards Alignment
4 Growing Database: Ethical Firms Outperform Financially Database: Most ethical firms Most trusted firms Most admired firms Firms of Endearment High integrity firms Sustainable firms and more
5 1. Recruit, Develop, & Reward for Head and Heart Head Education Knowledge Skills Expertise Technical competence Heart Integrity Emotional intelligence Cultural fit Passion Authenticity Courage
6 Sample Heart Questions Tell me your story, starting where you were raised Tell me your two most formative life experiences Describe two humbling experiences you have had What are your personal values? Why do you want to lead? How do you fit into our culture? What is the single most important thing I should remember about you? See: triplecrownleadership.com/resources
7 Choose People for Head & Heart Heart trumps head in choosing Use H&H in job descriptions Use panels Use deep reference-check circles
8 2. Set Inspiring Colors Purpose: why we exist long term Values: how we should behave Vision: what it will be like for all stakeholders when we are achieving our goals
9 Purpose versus Mission Purpose Why we exist Very long term Short (6 word max) Sticky Everybody knows Alliteration Mission What we do or How we do it Business/Products/ Customers Longer: Paragraph Shorter-term Not memorable
10 Set Shared Values Values guide behavior Behaviors determine culture
11 Shared Values Core beliefs for how we want to behave Memorable by everyone 4-7 words Acronym if possible With explanatory phrases Applicable to all stakeholders For use in daily decision-making Collaboratively elicited
12 Set Shared Values Gather key staff Explain shared values Show good examples Start with personal values Breakout groups to brainstorm Synthesize Enlist a guiding coalition to synthesize stakeholder input Draft and redraft Synthesize Publicize Bake values into decision-making & performance reviews Reinforce with Codes of Conduct & systems
13 Vision Inspiring description of what it will be like for all stakeholders when we are achieving our goals
14 3. Flex Between Steel and Velvet Steel willingness to use title, position, authority, power on non-negotiables (e.g., achieve results ethically) Velvet = willingness to listen, ask questions, be quiet, let others lead Steel only fails Velvet only fails Flex depending on situation and people
15 Protect and Coach Mavericks Mavericks are committed to shared purpose and values Coach the mavericks on how to fit in Defend the mavericks Give them visible assignments Celebrate their worth
16 Fire the Toxic Examine their behavior If extreme, escort toxic to door If not, put toxic on a Values-Improvement Plan If they don t improve, terminate (see HR/Legal) Even the star performers
17 Flex Your Leadership Style Between Steel & Velvet Understand your personality profile Share profile Have team share their profiles Identify how you need to flex Enlist Family Boss Peers Subordinates Trusted friends Mentor/Coach Practice
18 4. Empower Stewards of the Desired Culture Culture = how we do things here Give everyone an Irrevocable license to lead by the shared values Everyone has 2 jobs: regular + steward for desired culture
19 Unleash Culture Stewards Put culture & values on the agenda Tell people: I believe in you I trust you I ve got your back Hold people accountable to values Everyone 2 jobs: regular & culture steward Irrevocable license to lead by values Even as voice of one
20 2010 Booz & Co. Survey (1800 Executives) 64% say biggest frustration = too many conflicting priorities Only 13% of organizations meet researchers standard of coherence
21 5. Collaboratively Align Long-Term Medium-Term Short-Term Purpose Goals Processes Values Vision Strategy People Structure Action Plans Communication Loops Aspirational Strategic Execution
22 Alignment Steps Purpose, Values, Vision: see previous slides Goals: specific, measurable, prioritized by stakeholder Strategy: how to achieve goals People: what kinds of people we need Structure: how to organize formally and informally Processes: systems and policies needed Action Plans: who will do what by when Communication Loops: metrics, meetings, recognition/discipline
23 Summary Commit to build an excellent, ethical, and enduring organization 5 Practices 1. Hire and promote for head & heart 2. Set lofty, inspiring purpose, shared values, & vision 3. Flex between steel & velvet 4. Empower stewards with an irrevocable license to lead by the shared values 5. Collaboratively align
24 Contact Info Website (blogs & free resources) Facebook: TripleCrownLeadership New book (May): Leadership Wisdom: Lessons from Poetry, Prose, and Curious Verse
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