Workshops
A performance culture begins with an appropriate and clear vision, mission and strategy. The next step is to roll these out effectively throughout the organization ensuring that all processes and procedures support them.
A major barrier to defining the vision, mission and/or strategy is the time investment and focus needed from executives in order for them to contribute meaningfully to the process.
Action Japan’s highly skilled facilitators support clients in building and facilitating effective workshops to create the mission, vision and strategy that ensure focus and a highly efficient use of time.
If required, we also advise on change management, and process changes required for certain strategic roll-outs to be implemented successfully.
Vision definition workshop
What are values?
Values are our subjective reactions to the world around us. They guide and mold our opinions and behavior. In other words, our values are like an internal compass which tell us which path we should follow in order to achieve our goal/mission/strategy/vision.
Values have three important characteristics.
1) Values themselves cannot be proved correct or incorrect, valid or invalid, right or wrong. Our values tell what we believe to be right or wrong, regardless of any evidence or lack thereof.
2) Values are developed early in life and are very resistant to change.
3) Values develop out of our direct experiences with people whom we respect. Values are not accepted because we are told to believe them. We believe in values because we value the behaviour of others who demonstrate those values.
Why is having an organization’s values understood and believed by all important to an organization?
Each employee has a personal value set which has been built over the course of their lifetime. When employees work in an environment which reflects their personal values, they are more engaged and motivated, and experience less stress.
How can an organization’s values represent those held by each individual employee?
The key is to leave the interpretation of the corporate values open-ended enough, so as to be applicable to all the employees and all circumstances. The employees should be able to interpret the values so they are relevant to their own situation in the organization.
For example, the value of ‘respect’ to a management group may be considering female managers for promotion, at the same time its meaning to a telephone receptionist may be to always answer the phone courteously.
Action Japan’s Value Programmes
Action Japan’s value definition, value buy-in, and behavioural identification programs are unique in the level of commitment they gain from all levels of employees in an organization. The highly interactive workshops engage the participants, and the resulting compilation of suggested behaviors passes ownership for living the values down onto the employees themselves.
Other related areas of expertise:
Mission definition workshop
Strategy definition workshops