HRINZ Conference 2005 Working Through Values Working Through Values  

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Day One – Wednesday 14 September


F12 Developing Values

Leanne Babcock    

Transforming an Organisation through Values

Leanne Babcock, Babcock Sinclair

People talk a lot about values and we all know that successful organisations have organisation values. But what does that mean? How come everything isn't going smoothly for all of these organisations? From our experience there are some huge gaps in organisations having values and 'living' their values. Gaps are anywhere from people not knowing what to do to fulfil particular values, to organisations not talking about or implementing values they have even though they may be plastered on the wall. Some organisations don't even have their values defined at all. And that's not to mention when mergers and buy–outs happen and an organisation is faced with restructure. What happens to their values then?

Organisational values may sound like waffle– but a company with no values or one that does little to act out their stated values can be a tough place to work in.

We will discuss examples and case studies of organisations dealing with this.

This interactive session is designed to stimulate thoughts and ideas about making values operational, the pitfalls and challenges organisations face in implementing organisational values and how to deal with them. Participants will leave with:

  • A simple process to follow making values operational
  • How to monitor and continue the implementation of organisation values
  • How to deal with the challenges of restructure and of transforming an organisation while retaining values
  • An effective coaching process to use in the implementation of this transformation


What are values really? Maybe a 'simple' question to ask but we use the word 'values' so much we risk becoming desensitised to it.

We will discuss the pitfalls of implementing organisation values such as:

– having them posted but no one reads them, uses them or knows what they mean

– people know what they are and can say them without reading but people don't DO anything different

– self explanatory

– Fish rot from the Head! If values are not implemented at the top levels of management it will never flow through the organisation.
If appropriate we might give some examples (no names mentioned).

Group work & report back

In groups people will come up with the three top values for any organisation that are critical to its performance. They'll report back and what they came up with and why.

This is where some organisations stop. People have discussed what's important to them and it may be the first time they've done this so it's been a great day. And rightly so, but some people don't realise that that is only STEP ONE.

Group work & report back

The group will then define specific behaviours that would be noticed if a particular value was being demonstrated. This is a very lively discussion, sometimes people think it's being too prescriptive, others can't think of behaviour at all (which is very interesting. how could this value ever be implemented then?), some come up with many behaviours. The trick is to come up with key behaviours that people can recognise and use in their everyday working life.

Group work & report back

We'll then discuss how to monitor and support the ongoing implementation of the values. The group will come up with some ideas.

Case study

We will provide an actual case study of how an organisation implemented a values based framework and the outcomes.

Whole group discussion

Now you've implemented these organisation values, people are starting to behave differently, then the company is sold or a new CE arrives. You have to restructure.

In a time of great change and upheaval all well intended values often disappear. Suddenly there may be secrecy, lack of communication, poor communication and then people assume, make up stories or interpretations or retreat.

We'll discuss how to handle working with values to deal with this.

Case study

We'll talk about examples (no names) of when this has happened.


As an HR Manager you have a big job to implement this, you need strong influencing skills and a strong will. I'll pass on a powerful and effective Coaching Process that you can use in the implementation of all of this.

Leanne Babcock has been coaching and facilitating for more than 20 years. She is the designer of the Master CoachesTM methodology, a powerful coaching methodology based I in Transactional Analysis, Psychology, Accelerated Learning and Neuro–Linguistic Programming. Leanne established Babcock Associates and is now one of three directors of Babcock Sinclair Ltd, one of New Zealand's fastest growing coaching, facilitating, training and consulting companies Babcock Sinclair has 10 consultants and an office in Hong Kong.

Leanne has been trained by some of the world’s experts such as: Robert Kiyosaki, Eric Jenson, Richard Bolstad, the Americana Leadership College and Landmark Education. She has also studied Anthony Robbins and his facilitation methods.

More than 3,000 people have participated in seminars led by her in the last few years.

F12 Session Indicator    more info


Developing Values


All levels

Grunt Factor:





Presentation 20%; Q&A 15%; group work 30%; forum 20%; reporting 15%



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