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7 Classic Mistakes that Values Programmes Make
The Act of Will
Competing Commitments
Context - a powerful tool for change
Core Qualities
Covert Processes - the Hidden Forces that Prevent Change
The Creative Process
Creating Sustained Change - The Ideal Self 1
Creating Sustained Change - The Ideal Self 2
Desire and Addiction
Faulty Thinking and the ABC Model
From Know-How to Do-How
From Know-How to Do-How
Guilt is Good for You!
The Miracle Question
Managing Progression and Regression
Shifting Stuck Patterns
Single, Double, and Triple-Loop Change
Star Diagram / Personality Functions
Stages of Change
Working Identity
Traps - How We Delude Ourselves
Your First 100 Days
7 Classic Mistake that Values Programmes Make

The 7 classic mistakes that corporate values programmes make are:
  1. not knowing the existing values of the people in the organization, and hence the resources already available and the gaps that need to be closed
  2. not ensuring that individuals know their own values, as this is the only way they can commit to the organisation's values
  3. not realising that it is value priorities, not just values, that drive decision making and behaviour
  4. not having a methodical way of identifying the value gaps that can render values programmes ineffective
  5. not understanding the close relationship between values and skills, and so failing to provide staff with the development necessary to embody the values
  6. not ensuring that senior leaders make the personal shifts necessary to be able to walk the talk of the espoused values
  7. not aligning values, culture, structures, processes and behaviours.
If you're embarking on a values programme in your organisation, contact me to find out how to avoid these mistakes, to discuss the different values measurement tools available, and to understand the inner and outer journeys involved in successful values programmes.

And if you're in a leadership role, contact me to explore your own value priorities and how to use these to support you in being an effective and successful leader.

Copyright © 2013. Dr M H Munro Turner. All rights reserved