Value-based leadership
Relevance of value-based leadership in today’s times
Employees want values-based leadership.
This desire is particularly strong in times of crisis. The impression of most employees in numerous organisations is that values change significantly, are often aligned opportunistically, and, despite previous assurances, the proclaimed values are not lived by the management level in times of crisis. In most cases, toxic behaviour is copied by other people. The damage to the organisation and employer branding is massive.
How can you and your organisation act better here?
Example
The sport of football (for our American readers: soccer) is considered intolerant. So it is all the more positively surprising when Fabian Reese, a professional football player of Hertha BSC in Berlin, consciously appears differently in public. Nail polish, an unusual hairstyle for the sport, and he openly calls on people to look at themselves, to live their true selves. The management supports him. One is inclined to praise football management. However, Hertha BSC had to save money because of its relegation. Instead of entering into talks about player salaries worth millions, the staff at the grassroots level had their free meals cut, their travel expenses will not be covered in the future, and the department dealing with corporate social responsibility was closed down completely. Commendable management looks different.
An example from Talent Management
In professional life, many organisations are no different. Supposedly, it is all about performance and value contribution. However, conversations quickly drift to parental home and social background. To this day, the first conclusion of an academic degree is social origin, not performance. In some cases, managers who grew up privileged rely on a closed network of non-diverse people who bring half-knowledge and layman’s science into the organisations via a (self-appointed) guru status. Suddenly, dual students (working and studying in trimesters) suddenly are named the “most noble trainees we have” and are made arbitrarily superior to equally qualified trainees — free careers through labels and brands instead of knowledge and performance contribution. The unpleasantness of certain dual universities, which are purely universities of applied sciences despite the university in their name, contributes to this. (See links below for more practical examples in this week’s podcast).
Acting better
It is now a question of positioning your organisation better in this respect. In advance: the process at this stage is neither quick nor easy. Anyone who says otherwise is lying.
Start by working out the values of the organisation. This process can generally only be done bottom-up and not vice versa. A value system imposed from above will end up as a marketing campaign with pull-out posters and will only cause amusement or scepticism. External support in this process is almost indispensable.
Values can, of course, be shaped. If some people desire certain values, they are the subject of discussion and subsequently, professional measures are necessary to shape those value components.
When the moment of truth comes in times of crisis, and employees are particularly keen on value-based management or value-based leadership, ask yourself one question: what contribution does the management level make to the solution? Only when that question has been answered, only then can you ask for or demand contributions from other people.
More on the topic of values-based leadership in this week’s podcast: Apple Podcasts / Spotify
Do you care about excellent leadership?
Let’s talk: NB@NB-Networks.com
Contact & CV: Niels Brabandt on LinkedIn
Niels Brabandt is an expert in sustainable leadership with over 20 years of experience.
