1. Pierre Banks, Jamie Baringer, Diane Conway, Rachel Flick, Chris Scott
#1 Model the Way
Pierre Banks, Jamie Baringer, Diane Conway, Rachel Flick, Chris Scott

2. Defining Values
Importance
Principles
Ideas
Opinions
Preferences

3. Values Guide Action
Leadership Practices
Decision Making
Ethics
Credibility
Authenticity

4. Three Stages of Self Expression Looking out Looking In Moving on
In your own Words
This portion of the chapter is all about self expression as a leader. A study of 918 Texas non-charter k-12 district superintendents using the Learning Practice Inventory Self Leadership assessment found that out of the five exemplary practices Model the Way had the second highest numeric different between males and females. So as men and women in our respective fields how do we find our own expression?
First, we can look out. Read, observe, gather the tools and the learn the fundamentals of other leaders that you admire. Figuring out what “fits” you!
Second, we look inwards. Take an internal audit. Is the self expression that you are delivering truly your own? Don’t be phony. Do you! “If people don’t see consistency, they conclude the leader is, at best, not really serious about the words and , at worst, is an outright hypocrite.”
Finally, moving on. This is a merging of your outer and internal journey….recognizing your voice and how to harness it in a way that is uniquely you!
Use your own style, words, values and belief. Keep in mind that your selection of words matters too. Making certain that the words you choose are consistent with who you are as a leader. Don’t try to emulate someone else. Be authentic. Be the author of your own experience.
Or (coaching speeches)
So if you recognized any of those movies, those coaches were all being authentic to who they were and their values.

5. COMPETENCE You cannot do what you don’t know how to do Walk the talk
Phonies and Fakes vs Genuine

6. Commitment #1: Find Your Voice by Clarifying Your Personal Values
Look in the mirror
Take time for contemplation
Write a tribute to yourself
Record the lessons from the leaders you admire
Credo Memo
Engage in a credo dialogue and assessment
Collect stories that teach values
Audit your ability to succeed

7. Build and Affirm Shared Values
Shared values make a significant and positive difference in work attitudes and commitment
Foster string feelings of personal effectives
Promote high levels of company loyalty
Facilitate consensus about key organizational goals and stake holders
Encourage ethical behavior
Promote strong norms about working hard and caring
Reduce levels of jobs stress and tension
Foster company pride
Facilitate understanding about job expectations
Foster teamwork
Leaders strive to lead their Team from What “I” Believe to what “WE” Believe
Although clarifying your own values is essential understanding the values of other and building alignment around values that everyone can share are equally critical.
Research shows that organizations with a strong corporate culture based on a foundation of shared values out perform other firms by a huge margin.
Give people a reason to care
Leaders must be able to gain consensus on a common cause and a common set of principles.
They must be able to build and affirm a community of shared values
Once shared values are articulated they become a pledge to the employee, customers, clients and business partners and others. They are a promise to people that everyone in the organizations will do and what the values prescribe.
Tremendous energy is generated when individual, group, and organizational values are in synch. Commitment, enthusiasm and drive are intensified. People have a reason for caring about their work.
People are more loyal when they believe that their values and those of the organization are aligned.
Forge Unity, Don’t Force IT
Leaders must engage their constituents in a dialogue about values. A common understanding of values emerges from a process, not pronouncement.
Shared values are the result of listening appreciating building consensus, and resolving conflicts. For people to understand the values and come to agree with them, they must participate in the process: Unity is forged not forced!

8. Align Actions with Values
Five essential aspects to behavior and actions that a leader needs to be conscious about in their effort to align shared values through.
Calendars
Critical incidents
Stories, analogies, and metaphors
Language
Measurements
How you spend your time is the single clearest indicator, especially to other people, and about what’s important to you.
Critical incidents, chance occurrence, particularly at a time of stress and challenge, offer significant moments of learning for leaders and constituents. Critical incidents present opportunities for leaders to teach important lesson about appropriate norms of behavior.
Critical incidents are those events in leaders lives that offer the chance to improvise while staying true to the script
Stories serve as a kind of mental map that helps people know what is important purpose and value, and how things are done in the group or organization.
Using words like associates, crew, team players constituents
being consistent and persistent follow up
Reviews, feedback, rewards

9. Shared Values + Core Beliefs = Actions
Commitment#2
The team is “Action” and their goal is to make to the End Zone one play at a time
Shared Values + Core Beliefs = Actions

10. Shared Values + Core Beliefs = Actions
Meet the coach
Coach Credibility is so called because he does what he says he is going to do
He pays attention to what he is doing through:
High performance standards
Caring attitude
Uniqueness and pride
Shared Values + Core Beliefs = Actions

11. TELL THE RIGHT STORY TO GET THE RIGHT RESULTS
Tell the story”
Reinforce through artifacts and symbols
“Bring it” The Drama
What you say reflects what you believe. What you believe impacts what you do. What you do is the sum total of who you are; you become who you are by the voices that affirm you.
Do a personal audit
Keep Score
Ask the right questions
Shared Values + Core Beliefs = Actions

13. References
Ambrechts, F. J., Bouwen, R., Grieten, S., Huybrechts, J. P., & Schein, E. H. (2011). Learning to Help Through Humble Inquiry and Implications for Management Research, Practice, and Education: An Interview With Edgar H. Schein. Academy of Management Learning & Education, 10(1),
Drucker, P. F. (2005). Managing oneself. Harvard Business Review, 83(1),
Garrett-Staib, J. & Burkman, A. (2015). Leadership practices of Texas female superintendents. Advancing Women in Leadership, 35(1),
Kouzes, J. M. & Posner, B. Z. (2006). When leaders are coaches. In Goldsmith, M. & Lyons, L. S. (Eds.), Coaching for leadership, 2nd ed. (pp ). San Francisco: Pfeiffer.
Posner, B. Z., & Munson, J. M. (1979). The importance of values in understanding organizational behavior. Human Resource Management, 18(3), 9-14.
Smith, R. (2012). Clarifying the subject centered approach to vocational learning theory: Negotiated participation. Studies in Continuing Education, 34(2),
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco: Jossey-Bass