Session 1.2: Developing Core Values Module 1: Leadership and Team Building

Leadership and Management Course for ZHRC Coordinators, HTI Principals, and ZHRC/HTI Management Teams

Learning Objectives

  By the end of the session, participants will be able to:  Describe the concepts of shared vision and core values.

 Articulate the importance of fostering shared vision and core values. List four qualities of an effective leader. Facilitate a visioning exercise with their teams. 2

What are core values?

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Core Values and Leadership

 Values are based on deep beliefs, often learned early and reinforced at turning points in your life.  As a leader, your personal values: • Anchor your leadership • Influence how you lead • Build trust from colleagues and staff  You need to know your values. What will you stand up for, even in difficult situations? 4

Individual Activity: What are your core values?

    Review the list of core values in the Handout. Chose 5 that you believe are “extremely important” to effective leadership.

 If you have a core leadership value that is not included on the list, add it to the bottom.

Then select the “top 4”.

Finally, select the “top 3” that you believe must be included.

Discussion: Values-Based Leadership (1)



Reflect on a good leader or manager that you know and respect.

• Did their values show in their work? • What qualities influenced your respect for them?

Discussion: Values-Based Leadership (2)

•

Think of a time when you had a different viewpoint from others.

• What was important to you in the situation?

• What values did you hold that made it so important to you?

• What did the other people value?

• Did these values affect your actions?

Core Values in Action

  Core values are the foundation for leadership. Successful leaders: • Know and understand the values and beliefs that sustain them. • Act in ways that reflect their values.

 To lead, you must take a critical look at the values that influence your actions.

Qualities of an Effective Leader

    Integrity & Commitment Trust & Respect Healthy Risk-Taking Open to Learning 9

Integrity and Commitment

  Words and actions should match your values Integrity is critical for: • Long-term relationships • Mutual trust • Credibility  Your integrity and commitment attracts staff and colleagues with similar values 10

Respect and Trust

   Strong working relationships are the foundation for achieving results.

 Respecting others means listening to other points of view, needs, and concerns.

Respect leads to trust – it is built over time. Nurturing respectful and trusting relationships helps to broaden your network, and strengthen your teams. 11

Courage to take Calculated Risks

 Set an example of healthy risk-taking • Take risks that do not endanger the organization, the mission, or the people • Take risks that support the vision • Show courage and persistence  Facing challenges requires taking some risks 12

Openness to Learning

  Be eager for knowledge and information.

Good leaders are continually learning. They encourage others to do the same.  Being open helps to: • Recognize new opportunities • Find creative solutions to challenges • Collaborate effectively with others 13

What is vision?

 A vision is an image of hope, of something you truly wish to create.

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Vision and Mission

 A

mission

statement articulates

why

the organization exists. • Example: Facilitate the provision of basic health services that are of good quality, equitable, accessible, affordable, sustainable, and gender sensitive. -

Tanzania MOHSW

 A

vision

provides a picture of a

desired future

.

• Example: A healthy community that contributes effectively to individual as well as the nation’s development. -

Tanzania MOHSW

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A Shared Vision

    Vision is defined as “an ideal and unique image of the future.” Note that this is not so much about having a vision, but communicating it so effectively that others take it as their own. If you view leading as a journey, vision is simply the destination you want others to join you in pursuing.

Leaders cannot expect to be followed if they have no idea where they want to go.

Source: Kouzes/Posner

• Why is shared vision important?

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Activity: What do you want for your own life?

 Reflect on what you would most like your life to be in the future. • Activities, health • Family, friends, relationships • Work, career • Contribution to community, world  Share your vision for yourself with a partner.

• “I am….” • “I have….” 17

Activity: Creating a Shared Vision

1.

Individual Reflection

• Write a newspaper headline for an accomplishment 2 years from now

2.

Compare with a partner

• Integrate the two statements

3.

Share and discuss with small group

• Record key elements of all statements

4.

Share key elements, discuss with large group

• Group elements into common categories

5.

Synthesize elements into a vision statement

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Creating a Shared Vision

1.

2.

3.

4.

5.

Imagine the future.

Integrate your vision with another one. Record the key elements of all the vision statements. Prioritize the elements.

Synthesize and present the vision statement.  To do this well takes time and patience!

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Key Points

  Core values anchor your leadership. Demonstrating integrity, commitment, and respect will help you build trust with staff and colleagues.  A mission statement describes why an organization exists. Vision creates a picture of a desired future.  A compelling vision helps to motivate and inspire staff.