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Team Values

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'In the last analysis, organizations exist because stakeholders who govern and ... not words but deeds. There's no right ideology. ... – PowerPoint PPT presentation

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Title: Team Values


1
Team Values
  • Executive CTDA SessionJanuary 18, 2002

2
Agenda
  • Introduction
  • Opening Remarks
  • Appreciative Interviewing
  • Paired Interview Exercise
  • Break
  • Team Values Video
  • Table Group Work on Value Themes
  • Lunch
  • Break Out Group Work on Value Statements and
    Actions
  • Break Out Groups Report Back
  • Closing

3
  • In the last analysis, organizations exist
    because stakeholders who govern and maintain them
    carry in their minds some sort of shared positive
    projection about what the organization is, how it
    will function, and what it might become.
  • David Cooperrider
  • Change Consultant

4
Overall Purpose
  • To collectively establish a set of values which
    will guide Canadian Tire into the future.

5
Today will be Successful if you
  • Learn
  • Are Inspired
  • Leave Committed

6
The World of Business is Changing...
  • Explosion of information communication
  • Accelerating changes in technology
  • Increasingly intense global competition
  • New business models e-commerce
  • Shorter product life cycles
  • More diverse, multi-cultural workforce
  • Higher expectations for quality, value and service

7
The Key to Competitive Advantage
  • The ability to learn faster than your
    competitors may be the only sustainable
    competitive advantage.
  • Arie de Geus
  • V.P. of Strategy, Royal Dutch Shell

8
How does an Organization Learn Faster?
  • Deep alignment on purpose, values vision
  • Culture that fosters risk-taking accountability
  • Agreement on goals, strategy, structure process
  • Commitment to teamwork coordinated action
  • Free flow of high quality information feedback
  • Optimism, energy openness to change
  • Leadership that inspires through personal example
  • Positive reinforcement rewards for learning
  • Commitment to personal organizational success

9
Foundation for Sustainable Success
10
Foundation Definitions
  • PURPOSE The central, never-ending reason for
    which the company exists timeless
  • TEAM VALUES The core beliefs and shared
    principles that guide decision-making and
    behavior timeless
  • VISION An envisioned future for the enterprise
    a vivid description of what the company is
    becoming bound by time environment
  • MISSION A tangible, large scale, long-term
    objective that inspires, challenges and focuses
    creative energy bound by time environment

Source Built to Last
11
Whats Different About Companies with a Strong
Foundation?
Source Collins Porras, Built to Last, 1994
12
Team Values Who are we?
  • Examples Integrity, quality, excellence,
    meritocracy, innovation, work hard / have fun,
    social responsibility, care for employees...
  • Its not someone elses list Its whats in the
    gut bone deep no artificial flavors not nice
    sounding platitudes not words but true beliefs
    not words but deeds.
  • Theres no right ideology. What matters is the
    authenticity of the values and the complete
    alignment of the people, organization and
    processes to them.
  • The crucial variable is not the content of the
    ideology but how consistently the company lives
    and breathes it in all that it does.

13
Team Values Development Process
EXECUTIVE/CTDA VALUES VALIDATION REFINEMENT
PURPOSE/VISION/STRATEGY COMMUNICATION
PURPOSE VISION DEVELOPMENT
STRATEGIC PLAN
VALUES INTERVIEWS
INTEGRATION
January - July 2001
November - December 2001
July 2001
TODAY
Ongoing
September - October2001
14
Appreciative InquiryAn Open Moment
  • We live in worlds our questions create
  • Be patient and try to love the questions
    themselves. Live the questions now. Perhaps you
    will then gradually, without noticing it, live
    along some distant day into the answer.
  • Rainer Maria Rilke
  • Answers reflect the past. Questions advise you
    about the future.
  • Margaret Somerville, Founder
  • McGill Centre for Medicine, Ethics Law

15
Appreciative InquirySimple Principles
  • The way we know is fateful.
  • Seeds of change are implicit in the very first
    question we ask.
  • An organizations story is constantly being
    co-authored.
  • Positive images of the future lead our positive
    actions.
  • Building and maintaining momentum for change
    requires large amounts of positive affect and
    social bonding.

16
Many Voices
  • In total 366 employees were interviewed from all
    areas of the enterprise
  • Store Dealer Level (includes CTDA) 94
  • AJ Billes 15
  • Brampton Dist 44
  • CTFS Burlington Office 78
  • EAP 5
  • Home Office 114
  • PartSource 12
  • Petroleum 4

17
  • Todays customers are leading a revolution
    against business as usual They are demanding
    that companies recognize them as individuals and
    conduct business on their termstodays empowered
    customers are crying out to be treated with
    respect, dignity and courtesy.
  • Fred Crawford
  • The Myth of Excellence

18
Exploring Moments of Leadership in Your Life
  • Tell a story of a high point moment . . . A time
    when you were most alive, most engaged, most
    successful!
  • When you reflect on this high point, what are the
    things you value most about your work and about
    Canadian Tire?
  • Work in pairs.
  • Take 15 minutes
  • 10 minutes for each interview,
  • 5 minutes to capture the essence of the
    interviews on post-it notes.
  • Switch roles and repeat.
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