1. District 3310 Membership Development Seminar Singapore 10 September 2011 1

2. Learning Objectives 1. Definition of values 2. What is value 3. Criteria in selection of values 4. What Rotary has done 5. Rotary’s pronounced values 6. How to get these values selected 7. How to promote and implement the core values 8. Summary 9. Conclusion / How values promote growth 2

3. 3 Making Rotary Relevant Through Values

4. 4 “Society needs to return to spiritual values – not to offset the natural but to make it fully productive” Peter Drucker (The Daily Drucker)

5. 5 Doing “Service-above-Self” is spiritual. It entails serving the needs of others and in many instances, putting aside one’s own interest

6. 6  Serving the needs of others is what Servant-Leadership is all about Servant-Leadership is all about  Serving the needs of many in a diverse environment, you must be a diverse environment, you must be a part of a value-based leadership part of a value-based leadership organisation organisation

7. 7 Definition of values 1. The Oxford Advance Learner’s Dictionary defines values as beliefs about what is right and wrong and what is important in life.

8. Definition of values 2. In the Colin’s English Dictionary, values are defined as the moral principle and beliefs or accepted standard of a person or social group. 8

9.  The common word found in these 2 definitions is belief  A belief is the mental acceptance and conviction that an idea or perception is true, and it fits a designed reality  Indeed, beliefs are the basis of values 9

10. 10 The Value criteria 1. A value is a belief that is chosen 2. A value is chosen through thoughtful reflection 3. Developed values are to be preferred to Programme values

11. 11 The Value criteria 4. A value is acted on over time You are expected to act on what you believe in. 5. A value is prized 6. A value must be clearly stated, concise and precise Consolidate slides

12. What Rotary had done over the years 1905 “ The Primary purpose of Rotary when it was founded was the business promotion of its members” The 2 nd Objective was the promotion of good fellowship Fellowship became Rotary’s 1 st implied core value. 12

13. What Rotary had done over the years 1910 At Rotary’s 1 st convention, where 16 clubs attended, 2 things took place: 1. Arthur Frederick Sheldon gave Rotary its 1 st motto, “He profits most who serve his fellows best” 2. E.L. Skell reinforced this sentiment, saying, “We of the individual club should be the most willing to give our time and our money to the advancement of those ideas which make for the uplifting of our people. Thus, Service become Rotary’s 2 nd accepted core value. 13

14. What Rotary had done over the years 1911 At the Portland convention, Rotarian Sheldon Gave Rotary 2 slogans, namely; He profits most who serves best He profits most who serves best Service Above Self Service Above Self Integrity became Rotary’s 3rd core value. 14

15. What Rotary had done over the years 1927 Vocational Service became the second Object of Rotary and the custodian of Rotary values and their promotion. 15

16. 1932 Herbert J. Taylor gave Rotary the Four- Way Test. This was formally adopted by RI in 1943 1989 The Council of Legislation adopted the “Declaration of Rotarians in Business and Professions” and Professions” 16 What Rotary had done over the years

17. 2007 In June, Rotary for the first time approved the following values as Rotary’s guiding the following values as Rotary’s guiding principles namely – Service, Fellowship, principles namely – Service, Fellowship, Diversity, Integrity and Leadership Diversity, Integrity and Leadership 17 What Rotary had done over the years

18. “Identifying the core values that define the organisation is one of the most important functions of leadership” Ken Blanchard (The Heart of a Leadership) 18

19. Values must be chosen by organisational members, if they are to positively guide members, if they are to positively guide actions actions Ken Blanchard Ken Blanchard 19

20. The pronounced 5 core values of RI should therefore be made a subject for scrutiny by therefore be made a subject for scrutiny by the general membership the general membership 20

21. “ Identifying your organisations core values is a worthless exercise unless those values are constantly communicated” “ Identifying your organisations core values is a worthless exercise unless those values are constantly communicated” Ken Blanchard 21

22. To ensure broad observance, Rotary has to adopt the minimalist approach, offering only a limited set of fundamental end values 22

23. 23 Rotary needs 2 sets of Fundamental value systems  The First: As guiding principles relating to business As guiding principles relating to business and professions and professions  The Second: As guiding principles relating to personal values and doing “Service above Self” in a holistic manner As guiding principles relating to personal values and doing “Service above Self” in a holistic manner

24. 24 The Four-Way Test Of the Things we say or do, 1. Is it the truth ? 2. Is it fair to all concerned ? 3. Will it build goodwill and better friendship ? 4. Will it be beneficial to all concerned ?

25. The Objectives of The Guide to Daily Living 1. To provide a holistic approach to service 2. To prioritise service 3. To promote and implement Rotary’s 5 core values 25

26. The Guide To Daily Living Before doing the things we intend to do, ask ourselves these 4 questions and act upon them: ask ourselves these 4 questions and act upon them:  First:Have I spent some time in self examination? Leadership  Second:Have I spent meaningful time with my family? Fellowship  Third:Have I given my best to my work? Integrity  Fourth:Have I given some time to others, near and far? Service / Diversity 26

27. From The Guide to Daily Living, the Values assigned are:  Leadership  Fellowship  Integrity  Service  Diversity The Guide complements the Four-Way Test, embrace the Object of Rotary and promotes Rotary’s pronounced core values pronounced core values 27

28. Value – based Leader For RI to remain relevant, it must be a value-based organisation and the value-based organisation and the individual Rotarian, a value-based leader individual Rotarian, a value-based leader – believing, living and communicating – believing, living and communicating Rotary’s core values Rotary’s core values 28

29. Values are a key But, neglected and underestimated part of most leaders understanding of how to lead The ability to influence people depends significantly on their ability to appreciate your values 29

30. Membership Increment To increase membership therefore and remain relevant, Rotary International must communicate relevant, Rotary International must communicate its values. Values define what we stand for. its values. Values define what we stand for. Without values, an organisation lacks cohesion Without values, an organisation lacks cohesion and purpose. and purpose. 30

31. “This is a changing world and we must be prepared to change with it” “This is a changing world and we must be prepared to change with it” Paul Harris 31

32. Mahatma Gandhi echoing his words of wisdom said... “ You must be the change you wish to see ” “ You must be the change you wish to see ” 32

33. YES,  We must be the change we want to see.  We must live by our core values  We must be guided by the object of Rotary  We must put into practice the Four-Way Test  We must also put into practice the precepts of “The Guide to Daily Living” 33 CONCLUSION

34. CONCLUSION If our behaviour are always in accordance to our core values, others will soon know us as value-based leaders in a value- based organisation They will then, want to join us in doing “Service-above-Self” – resulting in the growth of quality members in our clubs 34

35. In the words of 2 of our Past Presidents “Look beyond yourself” “Create awareness and take action” 35

36. 36 Thank you