1. Agenda n Interesting things? Last week catch-up n Chapter 2 n Class Culture n Class Project n Next Class / Questions

2. Team time n Interview each other for our group assignment n Looking for groups of FIVE

3. Yes – I said FIVE

4. Chapter 2: Model the Way n Find your Voice –Let your values guide you –Say it in your own words n Affirm Shared Values –Give people a reason to care –Forge unity

5. Chapter 2: Finding your Voice n Clarifying your Personal Values n Values as guides n Explore Inner territory n Listen to the Master n Express Yourself n Looking out; Looking in; Moving on n Commitments

6. Personal Values n A comfortable life (prosperous) n An exciting life (active) n A sense of accomplishment (lasting contribution) n A world of peace n A world of beauty n Equality (brotherhood) n Family security n Freedom (independence) n Happiness (content) n Inner harmony (personal peace) n Mature love (sexual and spiritual intimacy) n National security (safe) n An enjoyable life (pleasure) n Salvation (saved) n Self-respect (self-esteem) n Social recognition (respect) n True friendship (close companionship) n Wisdom (understanding)

7. Instrumental Values n Ambition n Broadminded n Capable n Cheerful n Clean n Courageous n Forgiving n Helpful n Honest n Imaginative n Independent n Intellectual n Logical n Loving n Obedient n Polite n Responsible n Self-controlled Rokeach, 1973

8. Check the “FIT” Personal Values Organizational Values Y/N Think about a place that you have worked. Try to determine if your values and the organizational values were in alignment – yes or no. Alignment – good Not alignment – what can I do to resolve them?

9. Class Culture n How can we collectively work to achieve a high performance, leadership culture in this class? n How would we know if we achieved it?

10. Characteristics of Organizational Culture n Innovation and risk-taking. The degree to which employees are encouraged to be innovative and take risks. n Attention to detail. The degree to which employees are expected to exhibit precision, analysis, and attention to detail. n Outcome orientation. The degree to which management focuses on results or outcomes rather than on technique and process. n People orientation. The degree to which management decisions take into consideration the effect of outcomes on people within the organization. n Team orientation. The degree to which work activities are organized around teams rather than individuals. n Aggressiveness. The degree to which people are aggressive and competitive rather than easygoing. n Stability. The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.

11. Elements of Strong* Culture n Widely shared philosophy n Concern for individuals n Recognition of past champions n Belief in ritual and ceremony n Well-understood sense of the informal rules and expectations n Belief that what You do is important to others * Meaning – a positive and productive culture

12. Class Project n Format for assignment –Contract (posted on Tuesday-Print off and sign for Wednesday) –Final Product – one page what you are planning to do (sooner than later)

13. Leadership Quest n Stand-up n Close your eyes n If you are unsure of the direction - sit down n What does this tell you about leadership?

14. Next Day n Read Chapter 3 - BB n Become a futurist n Find a “new” idea that is out there in the world. – BB (short paragraph) –Search for the novel –Search for the practical –Search for the future n Be prepared to discuss it!