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- Herausgeber: tredition
- Kategorie: Fachliteratur
- Sprache: Englisch
I address two central questions: How can value-based leadership succeed in businesses, and why is it so important? The focus is on the emotional aspects that make motivation, creativity, inspiration, and meaningful relationships possible in everyday work life. The foundation for my insights is Robert S. Hartman's value theory, which established formal value science. This book is about practical application: Value-based leadership starts with leaders and their ability to lead themselves. It continues with hiring practices, measures for unlocking and developing potential, and personal relationships. It also plays a crucial role in fostering value-driven teams. My vision: It's possible for value-based leadership to take root and spread throughout entire organizations, creating a culture where positive values set the pace. With practical guidelines and real-world examples, I show how to make this a reality.
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Seitenzahl: 299
Veröffentlichungsjahr: 2024
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Key Factor Value-Based Leadership
I dedicate this book to my wonderful wife Isabelle.
Ulrich Vogel
Key Factor Value-Based Leadership
Shaping the Working World of Tomorrow with Good Values
© 2024, Ulrich Vogel
ISBN
Softcover
978-3-384-39520-7
Hardcover
978-3-384-39521-4
e-Book
978-3-384-39522-1
Translation: Ulrich Vogel und Hanna Figueroa Cotorogea
Cover: Moritz Teschner, teschners.com
Illustrations: Moritz Teschner, teschners.com; Reinhard Gussmagg, gussmagg-art.com (Life car, p. 78 print)
Project support, book set and final correction: Cornelia Rüping, traum-vom-buch.de
Printing and distribution on behalf of the author:
tredition GmbH, An der Strusbek 10, 22926 Ahrensburg, Germany
The work, including all parts, is protected by copyright. The author is responsible for the content. Any use is not permitted without his approval. The publication and distribution are carried out on behalf of the author by tredition GmbH, “Imprint Service” department, An der Strusbek 10, 22926 Ahrensburg, Germany.
Table of Contents
Cover
Half Title Page
Dedication
Title Page
Copyright
Preface by Peter Schöffel
Introduction
Chapter 1: How Values Influence Companies in a Diverse and Powerful Way
1. The fairy tale of good values
1.1 The “evil” within companies
1.2 Understanding opposing values and establishing successful collaboration
2. Values as a measurable success factor
2.1 Values are interdependent
2.2 The need for an applicable system of values
3. Values in philosophy and science
4. The axiom of value science: What is “good”?
5. Values portioned in a manageable way
5.1 Three value dimensions and two value spaces
5.2 The value matrix
5.3 Nine value perspectives
5.4 Two times three levels of value
5.5 The value compass
Chapter 2: Value-Based Self-Leadership as the Eternal First Step
1. Everything starts with yourself
2. Consciously working out your own values
3. Development through value-based self-leadership
4. Two times four by Robert S. Hartman
5. The life car as a balancing image
6. Seven aspects of value-based leadership at a glance
Chapter 3: Recognizing, Developing, and Protecting Value Potential in the Company
1. The individual and his infinite value
2. Teams, groups, and departments
3. The role of stakeholders
4. Potentials in the organization
5. Health as foundation, goal and energy source
6. Why value-based development of potential is important
Chapter 4: the Right Person in the Right Role with the Best Development Perspective
1. Selection of the right cast
2. Critical aspects in value-based hiring
3. Values and personnel selection in practice
4. On roles, onboarding, development, and departure
4.1 The right role
4.2 Top-class onboarding
4.3 The high performers
4.4 What if role and person (still) don’t match?
5. Conclusion on value-based role assignment
Chapter 5: Value-Based Team Building
1. Human behavior and success factors for teams
2. Value-based team chartering
3. Analysis and optimization of team roles
4. Successful collaboration in teams
Chapter 6: Value-Based Leadership in Daily Management
1. Leaders cannot not lead
2. The value-based leadership style
3. Value-based communication
4. Value-based positioning internally and externally
5. Value-based leadership: summary and outlook
5.1 The value scale in use
5.2 Summary and looking ahead
Bibliography
About Dr. Ulrich Vogel
Key Factor Value-Based Leadership
Cover
Dedication
Title Page
Copyright
Preface
Preface by Peter Schöffel
Introduction
Bibliography
About Dr. Ulrich Vogel
Key Factor Value-Based Leadership
Cover
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Preface by Peter Schöffel
Values are very important for Schöffel, a company that is over 200 years old and which I am the seventh generation to lead. Values drive me and my employees, they guide us and give us support when things get difficult and challenges pile up. In the autumn of 2022 in particular, the vari-ous crises and economic upheavals, including the war in Europe, were creating a turbulent mix that is second to none. It is time to reflect on values and value-based leadership and develop focus and strength. In every crisis, there are always opportunities that should be recognized and exploited.
At Schöffel, we have thought about our values and summarized them in four pairs of values:
• Tradition & modernity
• Passion & professionalism
• Ambition & focus
• Team & dynamisn
I like the positive friction that arises from contrasting these pairs of values. Everything has its value, but there is also a tendency towards exaggeration, reaching a point where it becomes too much of a good thing. Values therefore help me to find a balance for myself, my family, and my company. They serve as a compass in stormy seas, guiding our direction. Of course, here at Schöffel these values are defined and written down in a mission statement. But how many guiding principles are not worth the paper they are printed on? We are measured by our actions and not by our words! This is often challenging. That’s why we keep asking ourselves: Is everything we do really paying off in terms of these values? Only constant review, practice and effort will ensure sustainable implementation. After all, we don’t want to put our values so high that we can easily walk underneath them.
I am therefore delighted that Dr. Ulrich Vogel, with whom I have worked successfully for many years, dedicates himself entirely to the concept of value-based leadership in this book. How can leaders lead them-selves in the best possible way based on good values? How can you attract employees who identify with the right values and bring them together as successful teams? How can you create an organization that thinks and acts in a value-based way?
With Dr. Ulrich Vogel, we use the value diagnostics of his company profilingvalues to ensure that we place the right people in key roles so that Schöffel remains sustainable, successful, and true to its own values. What I find intriguing is that values can be of even greater benefit to the company when applied systematically. In this respect, his book is an eye-opener in various aspects, it invites you to learn, provides useful tools and gives very specific tips on how we can integrate good values into our daily thinking, actions, and feelings. I am happy to support the dissemination of this book and the awareness of profilingvalues with my foreword.
Enjoy reading!
Cordially
Peter Schöffel
Introduction
It’s not hard to make decisions once you know what your values are.
– Walt Disney
Walt Disney’s statement is both simple and demanding. Values can serve as a precise compass, but recognizing the actual, deep-seated values, describing them, and providing them with appropriate behavioral anchors is anything but easy. One of the basic aims of this book is therefore to get to the bottom of the meaning of the word “value” to develop a value-analytical system and, building on this, to translate the application of clear values into daily leadership actions. Although values are often used conceptually at workplace, early in my career I began to feel that values are often only mentioned superficially, and their content is often not understood at all. For example, what exactly does the term “trust” mean in a company that also considers control to be an important part of management? Or where does the centrally proclaimed value of autonomy end if certain cooperation rules are also among the important corporate values?
After seven years of working in the world of science, I had the privilege of exploring many companies at the beginning of my career. As a young consultant at an international management consultancy, I was soon bothered by the fact that some client companies often had no explicit corporate values at all. In others, the company values were prominently written down, but they were not practiced in any noticeable way. It became apparent to me that the presence of a values-oriented work culture often depended on the actions of the leaders and their personality traits. The prevailing spirit, the existing atmosphere, and the experience of leadership action determined how I perceived a company’s values. I found my own employer to be a role model because I always had the feeling that people were at the center of all efforts and human potential had to be developed in the appropriate functions. As a result, I focused on the uniqueness of the individual very early on, which still characterizes me today.
Almost ten years after I started my professional life in business, I was introduced to the work of Robert S. Hartman in the context of formal and applied value science which was my second crucial influence. It gave me the tools to delve much deeper into the subject of values and thus bring science and practical business together. The founding of my company profilingvalues in 2009 already can tell from its name what kind of territory I was entering.
My goal was and still is to promote a clearer and deeper understanding of values to ultimately humanize the world of work. Because within each individual lies unexplored potential that, when addressed and nurtured, can lead to greater success for both companies and individuals, yielding a more fulfilling life. I am firmly convinced that Europe in particular, the continent that gave rise to the humanistic concept of man in philosophy, is an extremely fertile ground to unlock these infinite potentials. It is true that both continental and global developments currently seem to indicate a decline in values. But I don’t want to be overly influenced by the prevailing trends; instead, I want to use my strengths to make significant contributions within my personal sphere of influence. In my opinion, value-based leadership is a powerful source of energy that can help many companies to thrive even better and at the same time bring much more joy to individuals and teams at work.
I have structured my book according to this vision. I begin by first working out the influence of good and bad values on companies, which I believe is hugely underestimated. I then get to the bottom of the term “value” in a scientific sense in order to create a basis on which values can be used systematically and purposefully. Over the past years, I have developed a whole range of methods and tools which I present in this book.
In chapter 2, I focus on value-based self-leadership because ultimately everything starts with yourself when it comes to constructively shaping your own life.
Chapters 3 to 5 are then dedicated to value-based leadership action in the corporate context, whether it is in one-to-one interactions with other people, in teamwork or in the context of the entire company organization.
In the final chapter, I will address aspects of daily value-based leader-ship work that are important to me and revisit the corporate values dis-cussed above.
I have included four elements within the flow of the text to enrich its content:
• Story: This includes short occurrences from my personal practice and experience.
• Sidekick: This is where brief detours will occur to open up additional perspectives.
• Shortlist: This section serves to summarize a specific topic in a nutshell.
• Do it: Here you will find specific instructions and practical recommendations for using the tools.
This book was mostly written in the turbulent year of 2022 which, in my opinion, represented a significant turning point in geopolitical, social, and entrepreneurial terms. The events and developments have reaffirmed my belief that the topic of value-based leadership is crucial and offers an important contribution for finding solutions to all the problems and challenges facing humanity in a constructive way. I hope you enjoy reading this book and find it stimulating. I also hope that you gain insights and methods that will help you professionally and/or personally.
Santa Cruz de Tenerife, in October 2024
