Comments on: The Struggle and Power of Divergent Values

By: Dan Rockwell

Dan Rockwell — Wed, 28 Nov 2012 09:52:56 +0000

Great point. Clarity on mission and vision should help. If not, values are too divergent.

By: Olu

Olu — Wed, 28 Nov 2012 08:15:34 +0000

What happens when the conflict in values leads to inconsistent decisions? The employees take their cue from their leaders. Inconsistency undermine leadership credibility.

By: Chris Reese

Chris Reese — Tue, 27 Nov 2012 13:04:07 +0000

Dan, good job putting this so succinctly. There’s a great book on this called Competing Values Leadership by Cameron, Quinn, Degraff, and Thakor. In fact, this model is so good that it’s been able to predict the future value of a company about 85% of the time.

By: Cyndy

Cyndy — Mon, 26 Nov 2012 20:58:13 +0000

Divergent values are terrific for pushing innovation, as long as the divergence does not derail goals. All of the folks in the organization really need to be focused on achieving the stated outcomes, or they should be focused on new outcomes–divergence won’t help in this.

By: Coach Sue

Coach Sue — Mon, 26 Nov 2012 18:21:31 +0000

Fabulous post. Successful leaders nurture and encourage others. They are curious about what makes others tick. If more people respect each other’s values, then a mutuality can be formed. What a fantastic world that would be.

Sue Bock
http://suebock.com

By: Christian Tomona

Christian Tomona — Sun, 25 Nov 2012 17:38:08 +0000

This is a topic that goes back to the way we were raised and our education. I would think that in order to work with both the system and the growth values (divergent) we need to go back to work with the common values (diversity) In the end there is only one objective and that should be what guides the organization. It is a good exercise for a leader to showcase and obtain feedback from. Relevant and tackles on conflict in the light of innovation.

By: ABRAHAM AKINTUNDE ADEYOSOKE

ABRAHAM AKINTUNDE ADEYOSOKE — Sun, 25 Nov 2012 15:27:37 +0000

Beautiful.Instructive.Excellent

By: jdcgk10

jdcgk10 — Sun, 25 Nov 2012 00:14:56 +0000

Howdy Dan,
Great post,i.e. gets people talking. My experience says Robert is correct. Lest we forget though that the devel is in the details- it is in that “clarify and enforce differentiating values” that leaders get stuck and have to rely on process of leadership- listening, asking questions, listening again- ala the “pros and cons… of differences” or the process that Martina and Ajay mention, where the hard work of dialogue and participation (committment-ownership) get accomplished.

Thanks
Jack

By: Robert Ferguson

Robert Ferguson — Sat, 24 Nov 2012 19:25:30 +0000

Dan, you’re playing in my sandbox today. While values are complex, they’re critical to define – and align – if leaders want to build a successful organization.

But there’s a difference between fundamental (core) values and differentiating values. The latter creates competitive advantage.

As A.G. Lafley writes in his book The Game Changer, innovation was the differentiating value at P&G, at least while he was CEO. It’s the engine that generated their remarkable growth.

At Cold Stone Creamery, teamwork is clearly the differentiating value (ever witnessed employees having so much fun?). They’ve even defined each word of their mission “We will make people happy” as values.

For organizations that define their differentiating values, there can be no partial alignment. To generate momentum and lasting success, everyone must fully embrace these – or get off the train.

The leaders job is to define, clarify and enforce differentiating values.

As Roy Disney stated: “It’s not hard to make decisions when you know what your values are.”

By: Martina McGowan

Martina McGowan — Sat, 24 Nov 2012 18:20:15 +0000

Thanks Carl.

Yes, if we can get our egos out of the way and focus on the goal or mission, everyone should win. And, I like that phrase, systemic growth. It encompasses both paths in the effort to move the organization forward.