team values executive ctda session january 18, 2002

Team Values

Executive CTDA SessionJanuary 18, 2002

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Agenda

• Introduction• Opening Remarks• Appreciative Interviewing• Paired Interview Exercise• Break• Team Values Video• Table Group Work on Value Themes• Lunch• Break Out Group Work on Value Statements and Actions• Break Out Groups Report Back• Closing

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“In the last analysis, organizations exist because stakeholders who govern and maintain them carry in their minds some sort of shared positive projection about what the organization is, how it will function,

and what it might become.”

David CooperriderChange Consultant

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Overall Purpose

• To collectively establish a set of values which will guide Canadian Tire into the future.

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Today will be Successful if you:

1 Learn2 Are Inspired3 Leave Committed

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The World of Business is Changing...

• Explosion of information & communication• Accelerating changes in technology• Increasingly intense global competition • New business models… e-commerce• Shorter product life cycles• More diverse, multi-cultural workforce• Higher expectations for quality, value and

service

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The Key to Competitive Advantage

“The ability to learn faster than your competitors may be the only sustainable competitive advantage.”

Arie de Geus V.P. of Strategy, Royal Dutch Shell

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How does an Organization Learn Faster?

• Deep alignment on purpose, values & vision• Culture that fosters risk-taking & accountability• Agreement on goals, strategy, structure & process• Commitment to teamwork & coordinated action• Free flow of high quality information & feedback • Optimism, energy & openness to change• Leadership that inspires through personal example• Positive reinforcement & rewards for learning• Commitment to personal & organizational success

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Foundation for Sustainable Success

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Foundation Definitions

PURPOSE: The central, never-ending reason for which the company exists; timeless

TEAM VALUES: The core beliefs and shared principles that guide decision-making and behavior; timeless

VISION: An envisioned future for the enterprise; a vivid description of what the company is “becoming”; bound by time & environment

MISSION: A tangible, large scale, long-term objective that inspires, challenges and focuses creative energy; bound by time & environment

Source: Built to Last

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What’s Different About Companies with a Strong Foundation?

Source: Collins & Porras, “Built to Last”, 1994

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Team Values: Who are we?

• Examples: “Integrity, quality, excellence, meritocracy, innovation, work hard / have fun, social responsibility, care for employees...”

• It’s not someone else’s list… It’s what’s in the gut… bone deep… no artificial flavors… not nice sounding platitudes… not words but true beliefs… not words but deeds.

• There’s no right ideology. What matters is the authenticity of the values and the complete alignment of the people, organization and processes to them.

• The crucial variable is not the content of the ideology but how consistently the company lives and breathes it in all that it does.

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Team Values Development Process

January - July 2001

September - October2001

November - December 2001

TODAYJuly 2001

STRATEGIC PLAN

PURPOSE & VISION

DEVELOPMENT

PURPOSE/VISION/

STRATEGY

COMMUNICATION

EXECUTIVE/CTDA VALUES

VALIDATION & REFINEMENT

VALUES INTERVIE

WS

INTEGRATION

Ongoing

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Appreciative Inquiry:An “Open Moment”

We live in worlds our questions create

“Be patient … and try to love the questions themselves. Live the questions now. Perhaps you will then gradually, without noticing it, live along some distant day into the

answer.”

Rainer Maria Rilke

“Answers reflect the past. Questions advise you about the future.”

Margaret Somerville, FounderMcGill Centre for Medicine, Ethics & Law

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Appreciative Inquiry:Simple Principles

• The way we know is fateful.

• Seeds of change are implicit in the very first question we ask.

• An organization’s story is constantly being co-authored.

• Positive images of the future lead our positive actions.

• Building and maintaining momentum for change requires large amounts of positive affect and social bonding.

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Many Voices

In total 366 employees were interviewed from all areas of the enterprise:

Store & Dealer Level (includes CTDA) 94AJ Billes 15Brampton Dist 44CTFS & Burlington Office 78EAP 5Home Office 114PartSource 12Petroleum 4

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“Today’s customers are leading a revolution against business as usual: They are demanding that companies recognize them as individuals and

conduct business on their terms…today’s empowered customers are crying out to be treated

with respect, dignity and courtesy.”

Fred Crawford

The Myth of Excellence

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Exploring Moments of Leadership in Your Life• Tell a story of a high point moment . . . A time when you

were most alive, most engaged, most successful!

• When you reflect on this high point, what are the things you value most about your work and about Canadian Tire?

• Work in pairs. • Take 15 minutes

– 10 minutes for each interview,– 5 minutes to capture the essence of the interviews on

post-it notes.– Switch roles and repeat.