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It sounds like a riddle, right?
How do you get ten disparate UTSA organizations to pull together to create $3 billion in direct economic impact to the state of Texas in one year? Some may say it's impossible getting ten different organizations aligned and creating that much value together, especially when they work with varying grantors and requirements. If you ask Peter Holt or Albert Salgado, they may say it’s not as hard as you think. And what they know can help your REDKE or UTSA unit maximize its potential, too, meaning more productivity toward your goals and a happier more cohesive team of employees.
Here’s how.
First, let us get to know the players in this story. Peter Holt of Holt Caterpillar developed a model for leadership in 1979 called values-based leadership. You may know that it has helped lead to huge success for Holt Caterpillar. In 2003, UTSA’s Albert Salgado, the assistant vice president, small business and community engagement and executive director, Texas South-West Small Business Development Center (SBDC) Network within the Institute for Economic Development (IED) led the organization in adopting the values-based leadership model. They studied and have for years under Holt Caterpillar consultants. Notice this wasn’t a one-and-done deal. The IED practices this model every workday.
What you should know is that Holt Cat’s values-based leadership operating philosophy has central pillars of their mission, vision and core business values. These three governing elements provide guidelines for making daily decisions in their job for each employee at every level. The mission guides what the organization does. The vision is the steadfast marker of the purpose of the organization. The core values guide how employees treat each other and customers.
The idea is that the process defines success in terms of managing by a set of ethical values, with the belief that a whole community of employees, customers—all stakeholders—will benefit from the organization being managed this way. For the IED, rallying around the core values has developed a strong, positive culture and enjoyable work environment. The IED staff like the approach. It is a popular way of operating within the organization. And we know that happier employees are more productive employees.
“Continually teach, talk about and reward values-based behavior within the organization.”
OK, you have used the model to develop your vision, mission and values. Now what?
The main pieces of the values-based leadership process for IED are:
- establish vision, mission, values
- develop strategic planning and thinking
- consistently make decisions based on performance and feedback from key stakeholders
- implement the process: learn, model, teach, measure
- continually help staff through professional development
The IED refers to its vision, mission and core values as part of its weekly work. The IED is effective in developing strategic planning and thinking. And, the IED is consistently making decisions based on performance and feedback from its key stakeholders. Performance is key because the IED is metrics driven. “It’s all about results,” Salgado said. “Everyone in the organization is looking at results, from base level unit results on up to overall IED results.”
“It’s all about results. Everyone in the organization is looking at results.”
The IED sets out to learn—whether a new tool or its values. Then it models what it learns so it can be taught to all. Then, the IED measures how well it is performing on what it set out to do. It’s a continuous cycle: learn-model-teach-measure. Each piece is key to building a values-based leadership model and organization.
The IED measures its results and rewards and recognizes employees for their achievements. Salgado said, “Results, rewards and recognition—rewards and recognition are a key part of building our IED culture. So, continually teach, talk about and reward values-based behavior within the organization.”
The IED also places high value on professional development for staff so they can continually grow. This leads to employees satisfaction and a stronger, better organization.
This values-based leadership may be a good model for others within UTSA to employ as well. Key stakeholders can be students, faculty, university leadership, fellow researchers, grantors and more. This process could help your organization grow, meet its goals and enrich your staff’s daily work experience.
Want to learn more? The IED would be happy to talk with you about this process.
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