Thursday, October 27, 2011

Personal Values Enhance Organisational Commitment

Many of us already knew this to be true. The more clear a person is about their personal values, the more able they are to commit to an organisation. The more committed you are to an organisation the better you perform for that organisation.

James Kouzes and Barry Posner, famous for their Leadership Challenge series of books have provided the evidence that awareness of personal values matter as they relate to organisational commitment and performance.

In The Truth About Leadership (2010) they show the result of their work with thousands of participants.

As the illustration highlights (where the highest possible score in any one box = 7), their is no significant difference between the commitment of employees who have both clarity of personal and organisational values compared to those who only have clarity of personal values.

There is however a significant difference in terms of both of those two groups compared to employees who have low clarity of both personal and organsiational values and those employees who have high clarity of organisational values but low clarity of personal values (once again there was no significant difference between these two scores).

So what does this mean in English? It means that it is worth assisting your employees to gain clarity about their personal values. How many organisations do that? Not many from my experience. And while there appears to be no significant difference between just having clarity of personal values and having clarity of both personal and organisational values, it makes sense to me to have both if you can. But the starting point is personal values. Help you employees to know them.

The reality is that it isn't very hard to help people to clarify their personal values. You just have to know what to do and how to do it.

Within my online community (The OTM Academy) I have a six minute video that helps people to clarify their values, or you can simply follow the instructions laid out in my book What Really Matters For Young Professionals!

Are you clear about your values?

Tuesday, October 25, 2011

What Really Matters! Volume 3, Number 3, 2011 ebook out now!

This ebook is a compilation of key articles from the OTM Academy. The articles focus on developing senior and developing leaders who share our view that organisational success is created through enabling people to shine! Contributing authors include Gary Ryan, Ian Berry, Judith Haskins and Troy Simmonds. The ebook design was created by Janine Ripper. Please join the OTM Academy to access more resources.


Wednesday, October 19, 2011

Student Ambassadors Develop Their Employability Skills

Congratulations to the Monash University Pharmacy and Pharmaceutical Sciences students who participated in the 2011 Ambassador program. It was a pleasure to work with you all and it is a delight to be able to publish this ebook that highlights your community projects.

Folks these projects have produced a genuine win-win for everyone involved. The students win by having a practical opportunity to develop and enhance their leadership and employability skills, the university wins by having such wonderful Ambassadors engaging with the community and the community wins by having the students provide access to information about university life.



Please view in Fullscreen mode.

Friday, October 14, 2011

Employability Skills on Display by RMIT Students

Employability Skills cannot be learned in isolation from practice. This is why I strongly advocate students completing community based projects while they are involved in the Student Development programs that I facilitate.

For me student projects should address at least one of three basic criteria which are:
  1. Enhance the student to student experience
  2. Enhance the student to university experience
  3. Ehance the student to community experience

More detail about each of these types of student projects will be explained in an upcoming article.

In the meantime, enjoy reading this wonderful ebook that is the result of a completed project by six students involved in the RMIT University Student Leadership Program. I have worked with the six students involved in this project team for the past two years and each of them are highly employable and have been a joy to work with.



Gary Ryan has been facilitating student developing programs since 1995

Tuesday, October 11, 2011

Slideshare Presentation - Interview with Tony Lendrum

Gary Ryan interviews Tony Lendrum, Founder of 0 to 10 Relationship Management and author of his 3rd book "Building High Performance Business Relationships".

Learn about the Storyboard, Six Principles and Five Themes required to create high performance business relationships.

Please ensure that you allow enough time for the audio to load prior to pressing play (loading times will depend on the spend of your internet service)

Wednesday, October 5, 2011

Service excellence requires measuring and responding

A fundamental aspect of service excellence is the tools that an organisation uses to measure how it is performing.

In this context the Service Standards that form the basic building blocks of the organisations systems and processes have to be able to be measured. At their highest level organisations should be able to recognise how they are performing at each of the six key drivers of service excellence and each local team should be able to do likewise.

The capacity to appropriately respond to what the measurements are telling an organisation is also critical for service excellence. This means that your measurement systems must be time bound so that the information is current and therefore useful. Some measurements will be lag indicators of activities that have been completed in the past, while other measurements will provide lead indicators identifying where a particular aspect of your service strategy is headed into the future.

A lag indicator may be your sales results for the past month. A lead indicator may be the number of customer 'contacts' you have 'alive' in your marketing funnel which will act as an indicator for how many sales you may make the following month.

How do you measure your service standards? What lead and lag indicators are you using?
Copyright Gary Ryan 2011
Research Participant
It wasn’t until we started to look at our service strategy and ask ourselves whether or not we were measuring what was really important to us that we started to improve. We had promised people that we would get back to them within 24 hours but we didn’t have a clue whether or not we were achieving that standard. To our horror we discovered that our response time was more like 36 hours than 24 hours. It took us about three months but we eventually got our average down to 10 hours, well ahead of the base standard that we had set.

Please feel free to use this article to stimulate Conversations That Matter® within your organisation.