1. 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
INTRODUCE Session 1.2 to participants.
The aim of this session is to clarify the importance of shared vision and core values in a workplace.
It takes dedication to a vision and organization of motivated people to achieve results. This session focuses on these two pieces of core values.
INFORM participants that this session is scheduled to take about XX minutes.
ENCOURAGE participants to ask questions at any time.

2. 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.
ASK a volunteer to read the learning objectives aloud to the group.
ASK participants if they have any questions before continuing.

3. What are core values? FACILITATE brief discussion.
ASK participants: What do you think of when you hear the term ‘core values’?
ALLOW a few moments for participants to respond.
WRITE participant responses on a flipchart.
(Adapted from Management Sciences for Health, Managers Who Lead Toolkit: Resources to Support Managers Who Lead.)

4. 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?
PRESENT the slide, building upon the previous discussion.
FOCUS on core values as a foundation for leadership.

5. 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.
FACILITATE activity using the instructions below. This activity will take approximately 10 minutes.
REFER participants to Handout 1.2.1: Core Values Exercise on page XXX in the Participant Handbook.
REVIEW the instructions at the top of the page as a large group.
ALLOW 5 minutes for participants to work individually.
BRING group back together.
DE-BRIEF the exercise:
Was it difficult to choose only 3 values from the list?
ALLOW time for a few responses.
Adapted from Downer, Ann. International Training and Education Center for Health. Lecture in ‘Global Program Management and Evaluation, DGH 521,’ University of Washington, Seattle.

6. 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?
FACILITATE a brief discussion on values-based leadership.
ASK participants to reflect again on a good leader that they know.
Did their values show in their work?
What qualities influenced your respect for them?
ALLOW a few moments for participants to respond.

7. 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?
FACILITATE a brief discussion on values-based leadership.
ASK participants:
Think of a time when you needed to act in a situation where 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?
How could all these values have affected your actions?
ALLOW a few participants to share.
SUMMARISE by stating that our core values impact the way we react to different situations, and go to the next slide.

8. 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.
PRESENT slide using the following points:
Successful leaders know and understand their values and the beliefs that sustain them.
They are aware of the way in which their behaviour reflects their values, and they intervene when this is not the case by either adjusting their values or changing their behaviour.
Acting on your values can sometimes pose challenges.
Your actions can sometimes fulfill some values, but not others. You may have to consider which are most important to you.
To lead, you need to take a critical look at the values that influence your actions. This will anchor your leadership, influence how you lead, and build trust from your colleagues.

9. Qualities of an Effective Leader
Integrity & Commitment
Trust & Respect
Healthy Risk-Taking
Open to Learning
PRESENT the slide, using the following points.
There are some personal qualities that are highly valued in leaders.
These qualities include integrity and commitment, respect and trust, healthy risk-taking, and openness to learning.
INFORM participants that we will explore each of these in further detail.

10. 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
ASK participants:
What do we mean by integrity and commitment?
Why are integrity and commitment important for effective leadership?
ALLOW a few moments for discussion.
REVIEW main points:
While people can achieve results without integrity, those who are able to build long-term relationships of mutual trust generally value integrity in themselves and others.
People respect leaders for their ethics and personal commitment. When you are honest and ethical, you are credible to others
If you strongly believe in serving a greater good, you can often avoid the temptations that come with power. When you dedicate yourself to achieving a goal, you attract others with similar commitment to work with you in creating a better future
Though no one is perfect, good leaders strive to have their words and actions match their values and aspirations.
Sources:
Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health Developing Managers Who Lead. The Manager, Vol 10, No. 3.

11. 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.
ASK participants:
How do respect and trust apply to leadership?
Can trust be mandated? How does trust develop?
ALLOW a few moments for discussion.
REINFORCE participant responses using the points below:
Strong working relationship are the foundation for achieving results.
You need to continually nurture existing work relationships and create new ones.
Respecting others means being willing to listen to their points of view and their needs.
Respect builds trust over time, and trust is the foundation for developing productive relationships.
When you lead, you nurture respectful work relationships with your subordinates, colleagues, and superiors.
You create new connections to broaden your own network and mend existing relations that are problematic.
Sources:
Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health Developing Managers Who Lead. The Manager, Vol 10, No. 3.

12. 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
ASK participants:
What is meant by “calculated risks?” or “healthy risks”?
Why is this important?
ALLOW a few moments for discussion.
What makes risk-taking difficult? What can make risk-taking easier?
REVIEW main points below:
One job of leaders is to set an example for taking calculated risks that do not endanger the organization, its mission, or individuals.
People who lead do not give up if they fall down. They get up, dust themselves off, and find the courage to re-engage.
In their persistence they never lose sight of the positive future they are trying to create.
As you learn about the challenges your organization or work group faces, you need to take risks to address some of these challenges and make needed changes.
When you create networks of trusting relationships, you find support and courage to take necessary chances, make tough decisions, and face criticism or personal failure. By example, you encourage others to take risks as well.
Sources:
Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health Developing Managers Who Lead. The Manager, Vol 10, No. 3.

13. 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
ASK participants:
How does being open to learning apply to leadership?
How can it help a workgroup or team?
ALLOW a few moments for discussion.
REVIEW main points below:
Good leaders are committed to continually learning and encouraging others to do the same.
When you have an open mind, you are eager for knowledge and information.
You recognize new opportunities and find ways to deal with obstacles. You initiate approaches to learning with others. This openness to learning prepares you for ever-changing realities.
ASK if participants have any additional questions or comments.
WRAP-UP the discussion.
Sources:
Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.
Management Sciences for Health Developing Managers Who Lead. The Manager, Vol 10, No. 3.

14. What is vision?
A vision is an image of hope, of something you truly wish to create.
EXPLAIN that this section will focus on Vision.
Effective leaders must mobilize others to create the future.
The true test of effective leadership is the visible progress towards the realization of a vision, and the achievement of results that inspire others to follow your lead.
ASK a volunteer to read the definition of ‘Vision’ on the slide out loud.
ASK participants:
What is the difference between Vision and your organization’s mission?
ALLOW a few minutes for discussion.
Source: Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.

15. 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
PRESENT the slide.
ASK a volunteer to read the examples of the MOHSW mission statement and vision out loud.
ASK participants if they have any comments or questions before continuing.
Source: Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.

16. A Shared Vision Why is shared vision important?
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.
EXPLAIN that this series of quotations begins with the statement: “People are motivated most not by fear or reward, but by ideas that capture their imagination.”
After presenting the slide, FACILITATE a brief discussion.
ASK participants:
How does vision affect a team’s ability to work together toward a common goal?
What is the impact of not having a shared vision?
ALLOW a few responses.
Possible responses may include:
Without shared vision, you may see:
Low productivity
Lack of common work plan
Struggles with team work
Lack of sharing resources
Difficulty monitoring what is being done
Difficult or impossible to achieve goals or complete products and deliverables
Source: Kouzes/Posner
Why is shared vision important?

17. 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….”
FACILITATE activity using the instructions below. This activity will take approximately 10 minutes.
Note: setting the mood for reflection is important for this exercise. Use a calm, quiet voice, and allow time for thought and reflection.
EXPLAIN that this activity will focus on our “personal vision” – imagining what we want for our own lives.
ENCOURAGE participants to set any papers, handouts, etc. aside and close their eyes if they wish.
ASK participants:
Think about your personal life. What do you want your state of health or level of fitness to be? Imagine yourself and your body exactly the way you want it to be. What activities and hobbies do you want to be doing? Imagine yourself doing those activities. [Pause and allow time for reflection.]
Think about your family, friends, and relationships. Imagine yourself and others doing things and being exactly the way you most want yourself and them to be. See a picture of yourself and them together in this happy state. [Pause and allow time for reflection.]
Think about your work. Imagine where you most want to be working. Who are you working with? Who are you serving? What are you doing? [Pause and allow time for reflection.]
Think about your contribution to the world. What would you most like to contribute, to give back? What does it look like when you are giving something to society or your organization that you are proud of? [Pause and allow time for reflection.]
ALLOW a few minutes for quiet reflection.
ASK participants to open their eyes and jot down a few notes about what they saw in their mind’s eye.
ASK participants to find one other person and share their vision in the present tense, using sentences like: “I am…..,” or “I have….”
ALLOW a few minutes for sharing, and ask participants to return to their seats.
DE-BRIEF the activity:
Did you feel a change in the energy in this room? Why do you think the energy in the room shifted?
Creating a picture of the future and sharing it can be very powerful and inspiring.
THANK participants for active participation.
Adapted from Management Sciences for Health Managers Who Lead: A Handbook for Improving Health Services.

18. Activity: Creating a Shared Vision
Individual Reflection
Write a newspaper headline for an accomplishment 2 years from now
Compare with a partner
Integrate the two statements
Share and discuss with small group
Record key elements of all statements
Share key elements, discuss with large group
Group elements into common categories
Synthesize elements into a vision statement
FACILITATE activity using Trainer Tool 1.2.1, found on page XXX of the Facilitator Guide.
This activity will take approximately 60 minutes.
Source: “Managers who Lead: A Handbook for Improving Health Services. Management Sciences for Health pp

19. Creating a Shared Vision
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!
EXPLAIN that:
Together, we have modeled a great way to begin developing a shared vision.
Many groups may have more work to do with their vision statement, or should do the exercise with additional representatives after the workshop. To do this well takes time.
REFER participants to Handout 1.2.2: Facilitating a Shared Vision Exercise, found on page XXX in the Participant Handbook.
REVIEW the steps that the group went through, according to the list above.
Imagine the future. We did this by reflecting individually, and writing an individual vision statement. (In this exercise, that was the newspaper headline.)
Integrate your vision with another one. We did this by working in pairs, and then small groups, to combine and reshape our vision statements.
Record the key elements of all the vision statements. Each small group did this by writing elements on notecards, and then placing the elements in categories with other groups’ key elements.
Prioritize the elements. If the list of key elements is very long, the group may have to vote to prioritize the top three. The group should aim to build consensus around the prioritized elements.
Synthesize and present the vision statement. After the process of categorizing and prioritizing, elements should be combined into a draft vision statement. This statement should be shared with the group for additional feedback and fine-tuning.
ASK participants if they have any questions or comments about the process of creating a shared vision.
REINFORCE key points from this activity:
Creating a shared vision is a process of asking our teams:
What are we committed to doing? Who do we serve now and who do we want to serve?
What kind of work climate do we want, and what values do we want to practice?
What sort of future do we want to create for our community?
Visioning exercises take time and patience!
REFER participants the instructions for facilitating this activity in the handout. They can refer to this handout if they would like to recreate this activity with their own staff after the workshop.
Source: Management Sciences for Health, Managers who Lead: A Handbook for Improving Health Services. pg
Images used from Microsoft Office Clip Art Gallery.

20. 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.
REVIEW key points from this session.
ASK if participants have any comments or questions.
THANK everyone for their attention and participation.