Introduction 1
About This Book 1
Foolish Assumptions 3
Icons Used in This Book 4
Beyond the Book 4
Where to Go from Here 5
Part 1: Getting Started with Values-Based Leadership 7
Chapter 1: Welcome to the World of Values-Based Leadership 9
Walking through the Evolution of Company Culture 10
Understanding the Escalator Effect of Values-Based Leadership 11
Avoiding a Flatline to Extinction: When You Know Change Is Needed 13
Building Winning Organizations: Culture Eats Strategy for Lunch 16
Shaping the company culture with values 17
Influencing the company culture with your character 18
Chapter 2: Understanding the Evolving Workforce You Serve 21
Pinpointing the Quad Workforce 22
Picking out postwar, workaholic Boomers 24
Understanding latchkey, self-reliant GenXers 25
Meeting digitally savvy, tenacious Millennials 26
Considering the bumper generations 27
Leading the Quad with Insight and Understanding 29
Converting diversity into inclusion 29
Pivoting work ethic into work ethos 30
Recalibrating the concept of work-life balance 31
Creating meaning and a reason to go to work 32
Wondering whether the Quad cares about your leadership 33
Chapter 3: Shifting Your Consciousness beyond the Self 35
Looking at the Four Be's of Values-Based Leadership 36
Defining the four Be's 37
Deploying the four Be's with clarity 37
Seeing kindness in the four Be's 38
Fitting Values-Based Leadership into the Big Picture 42
Thinking of your company as a living thing 42
Snapping the puzzle pieces together 43
Assessing Your Command and Control Temperament 45
Following the Path Cut by Other Leadership Influencers 47
Chapter 4: Reframing Your Perception of Business 49
Unraveling the Bad Reputation of Business 50
De-villainizing mega-corporations 51
Peeking into a government-affiliated business 52
Creating opportunity as a business practice 54
Changing Lives in the Shared Values Economy 55
Evolving corporate social responsibility initiatives 55
Reinventing new profit centers to meet human needs 56
Part 2: Becoming A Values-Based Leader 59
Chapter 5: Before You Get There: Knowing Where You Are as a Leader 61
Planning Your Adventure into Different Levels of Leadership 62
Introducing the leadership trajectory 63
Exploring the four levels of leadership 64
Overstating the importance of charisma in a leader 69
Determining Where You Are on the Journey 71
Assessing your current level of leadership 72
Rating your willingness to change 74
Chapter 6: Nurturing the Four Attributes of a Values-Based Leader 77
Seeing a Snapshot of the Four Attributes 78
Embracing Self-Reflection 79
Honesty: Uncovering the cornerstone attribute 80
Authenticity: Saying and doing what you mean 82
Integrity: Doing what's right when it's not convenient, comfortable, or popular 84
Showing Actionable Grace 88
Humility: Embracing quiet confidence 88
Social distance: Bridging the power gap 89
Expanding Agility 91
Defining the five components of agility 91
Getting real: Unpacking your strengths and weaknesses 92
Failure: Ensuring success 93
Influencing Responsibly 95
Emulating values: Being a powerful example 96
Creating good: Taking the medical pledge to do no harm 96
Chapter 7: Activating the Grounding Principles 99
Introducing the Ten Values-Based Leadership Principles 100
Using cause and effect to shift the organization 102
Changing the value equation 103
Seeing that evolving, thriving attitudes are a result of the principles 104
Summarizing the mindset of a thriving team 106
Knowing that course correction is a values stand 107
Recognizing that resistance is part of life and evolution 108
Making It Easy for Your Team to Buy into the Leader (Yes, You) 109
Providing predictable consistency 110
Providing effective communication 112
Assembling Your Framework for Deploying the Principles 115
Meeting your employees where they are 115
Adding it up: Creating momentum 116
One size doesn't fit all: Creating your own principle plan 117
Chapter 8: Defining Defiant Workplaces 119
Facing the Effects of the FARCE Syndrome 120
Deploying fear to get what they want 122
Developing attachment to the outcome 123
Using resistance or retaliation to control 126
Engaging in unhealthy competition 127
Displaying entitlement 129
Putting the FARCE together: The resulting halted environment 130
Evolving the Mindsets of People and Organizations 131
Traversing the seasons of change 132
Handling cycle disruptions 137
Becoming Part of the Solution - Or Exiting Stage Right 138
Giving staff a choice 138
Taking extreme ownership of the situation 139
Uncovering if it's you or them 140
Part 3: Charting the Course and Crafting Your Values 141
Chapter 9: Lighting the Pathway to Establishing Trust 143
Surveying Ideas for Building Trust in Business 144
Defining Trust and Needs in the Workplace 145
Using Maslow's hierarchy of needs to determine baseline trust 147
Shifting from Halt to happiness 148
Getting Others to Trust in Your Leadership 149
Engendering loyalty 150
Reducing social distance gaps 150
Setting Standards for Others by Example 151
Operating with self-awareness 151
Avoiding exceptions yet remaining flexible 152
Sidestepping rumor mills and gossip hounds 153
Encouraging others as a sign of trust 154
Mastering the thank-you 154
Harnessing People Power 155
Following five engaging principles for the team 155
Unifying behind a common belief 156
Circumventing passive-aggressive personalities 156
Chapter 10: Facing the Truth about Who You Are 159
Understanding How Others View Your Company 159
Differentiating identity, culture, and reputation 160
Assessing your company's reputation in different categories 161
Surveying groups to see whether a correction is necessary 163
Recognizing that your online reputation is a big influencer 164
Personalizing your reputation plan with FiRMS 165
Making Everyone a Trustee of the Company 168
Sharing is caring, and caring is an investment and commitment to excellence 168
Establish online guidelines 169
Embezzling isn't the only unaligned action 171
Chapter 11: Identifying Values and Creating a Values Statement 173
Using the Self-Reflective Method for a Public Values Statement 174
Deciding whether to involve anyone else 175
Understanding and selecting values 176
Formulating and assembling your statement 181
Rolling Out Your Values Statement to Your Company 182
Animating your core values 183
Infusing personality into your statement 183
Creating clarity and direction across the board 185
For solopreneurs: Self-leadership and identifying clients 189
Chapter 12: Going It Alone When Your CEO Isn't Interested in Values-Based Leadership 191
Accepting That the Top Brass Isn't Interested in Values-Based Leadership 192
Guiding Your Crew When You're Just an Officer, Not the Captain 193
Giving yourself permission to take the reins 194
Curtailing the mutiny and getting everyone back on track 194
Diagnosing the team's hurdles 195
Courageously making your own values stand 197
Minding the gap: The space between you and the team 198
For entrepreneurs: Considering an alternate point of entry 199
Creating Your Leadership Starlight for the Team 200
Unpacking your toolkit: Using what you have to move forward 201
Assembling your starlight 203
Bolstering Your Commitment to Values-Based Leadership with Other Features 206
Scaling down the four features of values-based leadership 207
Leveling with your team 208
Holding your team accountable even if others don't 209
Leading when you're gone 210
Chapter 13: Cementing a Career Starlight for the Long Haul 211
Building Your Career Starlight from the Ground Up 212
Digging into your strengths and weaknesses (with a little help) 212
Breaking down the parts of your career starlight formula 213
Defining your leadership engagement qualities 215
Putting your career starlight into a cohesive form 216
Translating Your Career Starlight into a Good Fit with a Company 217
Evaluating job offers with your career starlight 218
Discerning your leader-to-leader fit 219
Pulling back the mask of a narcissist 220
Seeing the Effects of Being Known as a Values-Based Leader 220
Adding financial value to a company because of your reputation 222
Reinforcing what you stand for to add marketability 222
Part 4: Supercharging Your Team and the Workplace With Values 225
Chapter 14: Hiring and Retaining Great Talent 227
Recognizing Why People Leave One Company to Join Another (Like Yours) 228
Distinguishing Yourself from the Competition 229
Selling who you are to potential employees 230
Uncorking your reputational capital 232
Benefiting Everyone with Nontraditional Perks 234
Instituting time to volunteer 235
Offering voluntary solutions 236
Providing financial education 236
Demanding balance and flexibility 237
Craving the Opportunity to Learn 238
Establishing cross-generational coaching 239
Rotating jobs and experiences 240
Offering skills retraining 241
Working toward Compatibility Triumphs 241
Managing personalities versus maintaining company culture 242
Ensuring a good job fit based on talents 243
Showing respect and value to candidates 245
Answering the question of why someone should work for your company 246
Chapter 15: Maintaining Engagement and Job Satisfaction 249
Grasping the Importance of Engagement and Job Satisfaction 249
Staying Active and Happy: Engagement 250
Understanding that revolving doors cost a pretty penny 251
Creating an environment of engagement from day one 252
Avoiding the disengagement of current staff 253
Keeping the Wisdom Pool Full: Job Satisfaction 255
Rethinking the annual performance review 255
Assessing job satisfaction with a customizable survey 257
Compatibility: Piecing together employees, skills, and managers 259
Voting on job satisfaction five ways 260
Correlating job satisfaction with morale, learning, and growth 263
Chapter 16: Motivating the Masses 265
Peeking into the Human Motivation Theory 266
Looking, listening, and categorizing 267
Understanding that fear motivates more than anything else 271
Deciphering the money motivation myth 272
Helping People Find Their Meaning and Purpose Again 274
Chunking it down: Bite-sizing purpose and meaning 274
Helping a team find its footing 276
Practicing and Reinforcing Motivation 277
Creating an environment where people can fail but learn from it 278
Playing with pickup sticks: You can always find a solution 278
Pulling it all together 279
Chapter 17: Slicing the Pie: Creating a Culture of Leadership 283
Recognizing That Leadership Is a Job for All Staff Members 283
Setting high expectations 284
Overcoming elitism with input and inclusion 284
Developing a culture of leadership for sustained impact 285
Following leadership demographic trends 286
Identifying the Leaders in the Field Who Can Help Your Organization 287
Breaking down three tiers of leaders 288
Tapping into a winning formula 291
Empowering potential leaders to assess their own values 291
Chapter 18: Fostering an Environment of Innovation 295
Beginning with a Few Basics on Innovation 296
Revealing unconscious and conscious intellects 297
Comparing traditional and innovative business mindsets 298
Deploying shades of gray thinking 299
Exercising your unconscious intellect 301
Dovetailing the basics into an HR strategy 302
Igniting Innovation with a Few Principles and Pointers 302
Setting ground rules with five agreements to foster innovation 303
Reducing control, increasing trust 304
Keeping it fresh by rotating contributors 305
Challenging your team members to look beyond themselves 305
Recognizing that people won't necessarily embrace change or growth 306
Chapter 19: Being Willing to Let People Go 307
Asking Questions and Showing Acceptance When People Leave 308
Playing the what if game of possibilities 308
Conducting a more detailed kind of exit auditing 309
Practicing forgiveness and acceptance 310
Staying True to Your Values 311
Rebalancing your efforts 311
Locating your fellow travelers 312
Part 5: The Part of Tens 315
Chapter 20: Ten Practices to Stay on Track as a Values-Based Leader 317
Setting a Daily Audit Practice 318
Embracing Meditation 318
Finding Your Own Spiritual Practice 319
Disengaging Your Ego 320
Forgiving Your Shortfalls 320
Eliminating the Things That Cause Brain Fog 321
Raising Endorphins to Gain Clarity and Reduce Stress 322
Using Technology to Prompt Excellence 322
Establishing a Trusted Feedback Group 322
Engaging a Mentor 323
Chapter 21: Ten Tips for Staying Connected with Your Team 325
Making Time to Get to Know Everyone 326
Acknowledging Life Accomplishments 326
Keeping an Open Dialogue 327
Communicating Expectations with Clarity 327
Saying Thank You Often 328
Maintaining Promises, Inside and Out 328
Keeping Your Door Open 329
Surveying the Vendor and Resource Base Often 329
Showing Transparency 330
Modeling Best Practices 331
Chapter 22: Ten Facts about the Millennial Market, Its Values, and Its Influence 333
Millennials Are Powering Different Aspects of the Economy 334
Emerging Leaders Have Heart 334
Coaching Takes Center Stage 335
Work Cultures Are Collaborative and Connected 335
Flexibility Takes on Heightened Importance 336
Making a Difference Matters 336
Old-School Values Make a Comeback 336
Buyers Vote at the Checkout Counter 337
Millennials Resist Mass Media Traps 337
A Career Should Have Multiple Experiences 338
Chapter 23: Ten Workplace Myths 339
Women Primarily Leave Their Jobs to Have Families 339
Men Aren't as Interested in Work-Life Balance 340
Flexibility Means Shorter Hours 341
Everyone Knows How to Advance Their Careers 341
Decision-Makers Know the Key Talent 342
Conflict-Resolution Training Is Passe 342
Technology Takes Care of Communication 343
You Have to Build a Fortress to Stake Your Claim 343
Managers Don't Need to Coach Their Teams 344
Understanding Motives Isn't Necessary 345
Index 347
