Lead Like Butler - Greenleaf Center for Servant Leadership

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Lead Like Butler - Greenleaf Center for Servant Leadership

Butler University1


Lead Like Butler – OrganizationalValues & Servant LeadershipJune 14, 2013Greenleaf Center for Servant LeadershipInternational Conference, Indianapolis, IN


Agenda9:00–10:15 a.m. Welcome-Kate Morris, Provost, Butler UniversityPerspectives on The Butler Way – Servant / Values-Based Leadership-Craig Caldwell, Associate Professor, Butler University College of BusinessFacilitated Table Discussions-Jerry Toomer, Executive Partner, Butler University College of Business10:15–10:30 a.m. Break10:30–11:20 a.m. Lead Like Butler – Living out the Values-Judith Cebula, Director of the Center for Faith & Vocation, Butler UniversityStudent Athletes Live the Values: The Butler Way-Kyhle Marshall, ’14; Erik Fromm, ’14- Members of the Men’s Basketball Team11:40 a.m. -11:50 a.m. A Self-Tweet – Give Advice to Self and Others in 140 Characters-Phil Anderson, Director of Training and Organizational Development at the GreenleafCenter for Servant Leadership11:50 a.m. Adjourn – Meet Butler’s Famous Mascot – Blue 3 (a.k.a. Trip)3


Learning Objectives & QuestionsWorkshop Learning Objectives:• Understand how successful organizations build on a foundation ofshared core values• Gain understanding of why values are critical to personal, team, andorganizational effectiveness• Increase self-awareness to maximize your leadership capability• Integrate concepts from the workshop into your leadershipdevelopment planQuestions:• What are the key values held by you / by your organization? Where didthey come from?• Are they transparent? Stated or unstated? Consistent with yours?• How are they exhibited by leaders?4


Presentation OverviewDefinition – What Are Values?Identify the Connection to Servant LeadershipResearch – How Do Values Impact YourOrganization?Framework – How Might the Values-Performance Link Work For Your Organization?Recommendations – What Should You/YourOrganization Do Next?


Values-Based LeadershipQ: What are values?A: Semi-enduring set of preferences for certainoutcomes or ways of achieving them(Rokeach 1)– Way of Achieving Them – Think Means (i.e.Helpfulness)– Outcomes – Think Ends (i.e. Inner Harmony)Q: Why are they important?A: They guide everything you do and how youdo it.


Values / Servant LeadershipConnectionPassage #1 - Servantleadership is aphilosophy that bringsforth principles that leadto practicesPassage #2 – values areimportant to you asguiding principles in yourlife(Rokeach 1)Servant LeadershipInstrumentalTerminal


Values Drive…..EmployeeCommitmentPozner & Schmidt, 1993Job SatisfactionRich et al, 2010Org CitizenshipBehaviorsLei, et al, 2011Work GroupEffectivenessHoffman, et al, 2011Perceptions ofLeader asCharismaticHayibor, et al, 2011


Values/Performance Link –Better Employee CommitmentClarity ofOrganizationalValuesHIGHLOW4.87 6.264.90 6.12LOWHIGHClarity of PersonalValues


Impact of Values CongruenceValuesCongruence•Job Engagement•Job Satisfaction


Values-Based LeadershipFrameworkLeaders DevelopValues ClarityOrganizationalPerformance isEnhancedLeaders ModelDesired ValuesValues-BasedCulture Becomesthe NormOrganizationDevelops ValuesConsistency


Values-Based LeadershipFrameworkLeaders DevelopValues ClarityOrganizationalPerformance isEnhancedLeaders ModelDesired ValuesValues-BasedCulture Becomesthe NormOrganizationDevelops ValuesConsistency


From Values toValues-Based Leadership• O’Toole suggests that a definition of valuesbased leadership is hard to identify, but that….“…followers are motivated by leaders whohold out the promise of helping them torealize the things they hold most dear, thatwhich they value.”


From Values toValues-Based Leadership• O’Toole further suggests that…“…the role, task, and responsibility ofVBL is to help followers realize the mostimportant ends that they hold dear butcannot obtain by themselves.”


Values-Based LeadershipFrameworkLeaders DevelopValues ClarityOrganizationalPerformance isEnhancedLeaders ModelDesired ValuesValues-BasedCulture Becomesthe NormOrganizationDevelops ValuesConsistency


Firm AFirm BEspoused v. Actual Values• Integrity• Excellence• Respect forPeople• Respect• Integrity• Communication• Excellence


Values-Based LeadershipFrameworkLeaders DevelopValues ClarityOrganizationalPerformance isEnhancedLeaders ModelDesired ValuesValues-BasedCulture Becomesthe NormOrganizationDevelops ValuesConsistency


Org Values Consistency• How would you ratethis individual onBonobos’ 5 CoreValues?– Self Awareness– Empathy– Intellectual Honesty– Positive Energy– Judgment


Values-Based LeadershipFrameworkLeaders DevelopValues ClarityOrganizationalPerformance isEnhancedLeaders ModelDesired ValuesValues-BasedCulture Becomesthe NormOrganizationDevelops ValuesConsistency


Example – Its How We RecruitProblem: Your start up firm, thatyou have poured your heart into,needs a CEO. How do you recruitand hire a CEO when you don’treally know what one does?Solution: You find one based ona “feel.” The feel is based on thefact that you believe the personwill help the current employeesdevelop, and serve the needs oryour firm.


Values-Based LeadershipFrameworkLeaders DevelopValues ClarityOrganizationalPerformance isEnhancedLeaders ModelDesired ValuesValues-BasedCulture Becomesthe NormOrganizationDevelops ValuesConsistency


Values-Based - Examples• Southwest Airlines – HerbKelleher– Recruit for core values• The Golden Rule• Compassion• Flexibility– Performance• Highest job satisfaction withrelatively low levels of pay• Beat competition by 17% forcustomer satisfaction• 40 Consecutive Years ofProfitability


What Should You Do Now?• Consider another values sort…http://goodworktoolkit.org/the_toolkit/valuessort• Check your answers against…– Where you spend your time – The OutlookExercise– What your messages to others are– Seek honest feedback from others…develop yourown Board of Directors


What Should YourOrganization Do Now?• Foster conversation on values• Develop “Your Way”• Find critical moments to teach others• Consider what you measure – Our firm is a“people” place• Identify your organization’s stories


Butler Lives Its Values• College of Business– Butler Business Accelerator– MBA Program Coaching Initiative• Corporate & Executive Education• College of Education– Shortridge Magnet Program• College of Communication (New)– Importance of Stories• Center for Faith & Vocation– Butler Seminar Series• Butler Athletics– Articulated & Live the “Butler Way”


ReferencesRokeach, M. 1973. The Nature of Human Values, The Free Press: New York, NYPozner, B.Z. & Schmidt, W.H. (1993). Values Congruence and Differences Between the Interplayof Personal and Organizational Value Systems, Journal of Business Ethics, 12:171-177Rich, B., Lepine, J. A., & Crawford, E. R. (2010). Job Engagement: Antecedents and Effects on JobPerformance. Academy of Management Journal, 53(3), 617-635.doi:10.5465/AMJ.2010.51468988Lei, W., Howell, J. P., Hinrichs, K. T., & Prieto, L. (2011). Organizational Citizenship Behavior: TheRole of Value/Identity-Based Motivation. Journal of Leadership & Organizational Studies(Sage Publications Inc.), 18(1), 14-24. doi:10.1177/1548051810382011Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. (2011). Person-Organization ValueCongruence: How Transformational Leaders Influence Work Group Effectiveness. Academy ofManagement Journal, 54(4), 779-796. doi:10.5465/AMJ.2011.64870139Hayibor, S., Agle, B., Sears, G., Sonnenfeld, J., & Ward, A. (2011). Value Congruence andCharismatic Leadership in CEO-Top Manager Relationships: An Empirical Investigation. Journalof Business Ethics, 102(2), 237-254. doi:10.1007/s10551-011-0808-y


Table ExerciseQuestions:1. What are the key values held by you / by yourorganization? Where did they come from?2. Are they transparent? Stated or unstated?Consistent with yours?3. How are they exhibited by leaders?


Break TimeIt used to be called acoffee break….28


Butler UniversityLeading Like Butler…at Butler


Leading Like Butler at ButlerLiving Core Values In Times ofChange and Possibility30


What is the Butler Way?• The Butler Way demands commitment, deniesselfishness, accepts reality yet seeksimprovement every day. We aspire to improveourselves and those around us. This applies toour excellent academics, supportiveenvironment, vibrant campus and thecontributions we make to our community andworld.31


Core Values• Humility• Passion• Unity• Servanthood• Thankfulness32


Tony Hinkle, Patron Saint33


Tony Hinkle, Patron SaintA statue commemoratesthe coach’s legacy outsideof the Fieldhouse that wasnamed in his memory.Butler’s secular cathedraland shrine.34


The Butler Way is Born• After two losing basketball seasons• During coaching retreat in Wisconsin• With lessons learned from a fellow coach ofdeep faith who coached on public campuses35


Cinderella Team: 201036


Cinderella Team: 2010• Butler Way becomes known nationally• Brad Stevens becomes the face of thesevalues, a coach who embodied the ideals as heinstilled them in his players• Leads to two consecutive Final Fourappearances37


Beyond Athletics38


Beyond Athletics• Each spring Butler employees volunteer tosupport their colleagues in grounds keeping tospend a morning beautifying our campus.• In March 2010 that took on a new meaningwhen NCAA Final Four fans came toIndianapolis to see Butler play and madepilgrimages to campus. We all took pride thatweek.39


Beyond AthleticsJudy –I felt this way byTuesday, but today’sconversation cements it. Iwould love to see the BlueHouse (CFV) become apermanent center @ BU.What can or should I do tohelp you accomplish that.– Deb40


Beyond Athletics41


Community of CaringCancer survivor Beth Couture leads her playersoff the court in supporting breast cancerpatients, survivors and their families. She hasbecome a quiet mentor and friend to Butler coworkersand friends facing cancer.42


Risk of Branding43


Butler University44


Time to TweetQ: What did I learn today, or what wasreinforced today, that I will start working onMonday morning?A: Tweet your answer (or fill out the card)Please include: #greenleafconf AND @butleru45


Trip46

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