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- Herausgeber: GABAL Verlag
- Kategorie: Fachliteratur
- Serie: 30 Minuten
- Sprache: Deutsch
- Veröffentlichungsjahr: 2022
Being a leader today means setting aside your own understanding of the world and values and embracing those of the company and its employees. The leadership principle of the 9 Levels of Value Systems developed by Rainer Krumm meets this challenge. Read how leaders - live the different areas of leadership - significantly characterize the corporate culture - can influence the way the company is perceived by - the outside world
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Rainer Krumm
30 Minutes
Value-oriented leadership
Bibliographic information from the German National LibraryThe German National Library lists this publication in the German National Bibliography. Detailed bibliographic information can be found online at http://dnb.d-nb.de.
© 2022 Rainer Krumm
ISBN book edition: 978-3-96739-085-8
ISBN epub: 978-3-96740-238-4
Cover design: die imprimatur, Hainburg
Cover concept: Martin Zech Design, Bremen
Editing: Happenstance Type-O-Rama, Oakland, USA
Set: Zerosoft, Timisoara (Romania)
Printing and processing: Print-on-demand
First published under the title “30 Minuten Werteorientiertes Führen” in 2014 by GABAL Verlag Germany
© 2021, Rainer Krumm
All rights reserved. Reprinting, even in extracts, only with written permission of the publisher.
www.9levels.com
You’ll know more in 30 minutes!
This book is designed to enable you to absorb concise and sound information in a short time. With the help of a guidance system, you will be led through the book. This will allow you to grasp the essentials within your personal time allotment (from 10 to 30 minutes).
Short reading time
You can read the whole book in 30 minutes. If you have less time, read only those passages that contain important information.
All important information is printed in grey.
Numerous summaries within the chapters allow for skimming.
The “Fast Reader” at the end of the book summarizes all important information.
Contents
Preface
1. Value-oriented leadership
Importance of leadership
Values and value systems—a definition
How are values shaped?
The “species-appropriate keeping”
2. Why value orientation?
Value systems of persons, groups & Organizations
Values in the psychological levels
The three areas of leadership
3. The model of the 9 levels
The value levels
Fitting to the living world
Coping mechanisms
Why change is important
4. Guidance on the 9 levels
Who wants to be led and by whom?
Leadership in change processes
Leading in practice
Fast Reader
The Author
Further Reading
Preface
Everyone—whether in the role of customer, employee, or supplier, or in a private context—prefers to surround him- or herself with people who share the same values. In this association of like-minded people, people feel comfortable, are happy to contribute their knowledge and ideas, and are open to the opinions of others. What does this mean for value-oriented leadership?
Any company that wants to be successful today must use its corporate values to meet not only the expectations of its shareholders but also those of its employees and the public. If employees can identify with the corporate values of their employer, they are more willing to work for the company. Conversely, employees cannot fully stand behind a company and the work they do for it if it is not aligned with their values.
However, the figures are what is decisive for companies today—unfortunately, people are usually not taken into account. If employees perform well, they are worth the money. If they do not perform well, they will be replaced quickly. However, many managers have not yet understood that a company, and with it the management, has the power to get and keep “valuable” employees.
If you would like to retain your employees, you must respond to their needs with your corporate values, provide them with a working environment that is conducive to their well-being, and offer a job that fulfils them personally. The same applies to the recruitment of new employees. Values play the main role here because success comes to those who live their values. More than ever before, companies aim to have their values lived by managers and employees and to use these values as a guideline for orientation both internally and externally. Companies must be active participants in carrying out this goal.
But what makes values so special? What influence do values have on our thoughts and actions? How can value-based management make companies more successful in the long term?
I would like to give you an understanding of this rather elusive topic in 30 minutes—because there is so much behind it and it can move so many things. I wish you much success in value-oriented leadership.
Rainer Krumm
1.Value-oriented leadership
Where does the energy come from that all people—but managers in particular—need every day? That strength that is needed when fun and motivation have been used up, all methods have become ineffective, and all tricks have failed—but the task has not yet been completed; the goal has not yet been reached?
The answer lies in values. Values are orientation variables, drivers; they are our yardstick for what is right and what is wrong; they are the guidelines for our thinking and acting. If values are trampled underfoot, we are not motivated and committed.
1.1The importance of leadership
Just as we all are different, so too would we like to lead or be led differently. If, for example, our personalities do not fit the task or the environment in which we work, we cannot make the best use of them. For leadership, this means if leadership is not appropriate to (congruent with) the values, it does not work and triggers resistance from the employee.
Leadership forms the company within. The management’s behavior determines the corporate culture. If the management changes its behavior—as, for example, in a change process—this means a major intervention in the further course of the process, which it can decisively influence. The task now is to reduce the widespread uncertainty among employees through transparency, to provide support and thus guide people safely through the change process. A manager can also act as a guide in such a process, showing how the team can adopt a behavior pattern appropriate to the new situation.
Why leadership often does not work
Although many managers do have the empathy to adapt to the personalities of their employees, they often remain within their own understanding of the world and values. However, they have to learn to step out of this in order to be able to immerse themselves in the world of the company and its employees. This means an expansion of the world of thought.
Especially when a manager changes employer, it often happens that his or her previously well-functioning behavior patterns are suddenly completely out of place in the new position.
Important considerations for leadership work
If you want to lead in a value-oriented way, you have to consider the following four questions:
At what value level are the company’s management guidelines or leadership directives?
At what value level is the manager?
On which value level does the employee to be led think and act?
What kind of work has to be done and what characteristics does this activity require/have?
In order to lead in the best possible way, it is absolutely essential to take into account the uniqueness of each employee: as part of the system, with his or her actions, feelings, motivations, values, and thoughts—and of course with his or her abilities. So the framework conditions must be right, which will motivate employees to use their skills in a targeted manner and develop new ideas. If the framework conditions are right, people like to work for and can identify better with the company.
The only person who behaves reasonably is my tailor. He takes new measurements every time he meets me, while everyone else always applies the old standards, thinking they still fit today.
George Bernard Shaw
In the following sections, I will first clarify the term values and then introduce the different areas of management in order to make the term even more tangible in the sense of the 9 Levels of Value Systems. Then I will present the congruent management according to this model by means of the individual Graves levels.
If you want to lead successfully, not only do you have to be aware of your behavior and thus your effect on others, but you also need to know what environment you are in and which values are important there. This fact is unfortunately often neglected. The 9 Levels of Value Systems awakens understanding and paves the way for value-oriented leadership.
1.2Values and value systems—a definition
Everyone gets along best with the people who most closely share their own values. Why is that so?
We all have certain values that determine our thoughts and actions without us being aware of them. Values tell us whether something is good or bad, whether we accept or reject something that drives us or makes us unhappy. Values give us orientation and support. As important as values are in our lives, they are also difficult to grasp.
