Managing People Using The Value Immersion Process
Synopsis

VALUE IMMERSION FOR MAXIMUM EMPLOYEE PERFORMANCE:  A FRAMEWORK FOR GETTING THE BEST FROM YOUR PEOPLE

 

SYNOPSIS

 

Value Immersion is an approach to managing people that gives them a quality work life, motivates them to give their best, and brings personal reward and career success to managers who implement the program.

 

The approach brought forward rejects classical motivational techniques and instead involves immersing employees in a positive value rich environment consisting of 15 specific values that guide the managers and employees behaviors toward each other and their jobs.  The specific values have been chosen to not only stand alone, but also to work in conjunction with each other to give employees a high quality work life.  The process was derived from observation and analysis of the characteristics of highly successful organizations and the author has proven in his own organizations the net affect of this value immersion process is highly motivated employees who give their best.

 

The 155 page (double spaced) approximately 37,000 word (computer count) book is organized into four main sections and 22 chapters including the preface and introduction.

 

The first section contains three chapters.

 

To establish a goal, the reader is asked to confront his fundamental reasons for taking the time from his busy schedule to read the book.  In the most pedestrian sense the answer is that the manager wants to maximize his career success.  It goes with out saying that the extent of manager’s career success is directly proportional to the extent he is able to motivate his employees to give their best.  The value immersion program is very effective in achieving this level of employee motivation.  However, an additional, and in the author’s view the most important, benefit to the manager is the intrinsic personal reward that comes from creating a positive and high quality work life for his employees.

 

Given that manager’s success is contingent on having the best employees, the author then goes on to define the characteristics of employees who give their best.  Among these are pride in what they do, and where they do it, a desire to come to work, a willingness to step-up to get the job done what ever it takes, the ability to get along well with and trust management and their fellow employees, and are loyal long-term employees.  While some employees have these characteristics naturally, they can be instilled in other people through the value immersion approach.

 

The final chapter in Section One is a description of how the value immersion process works. The basic premise is that if one can create a work place environment where people feel good about:  where they work, what they do, and the people they work with, they will give their best to the organization.  This is accomplished when the manager can create and immerse his people in a work-place environment characterized, or defined, by a set of positive values.  Properly defined and implemented this set of values will bring people together, give them a sense of security, instill mutual acceptance and respect for management and each other, facilitate their success, give them a reason to want to be at work, let them know that there is real caring for their well being and much more.

 

The next two sections:  “Values”, and “Most Important Values” contain descriptions of the fifteen values that make up the positive value based environment that stimulates employees to give their best and leads to the success of the manager.  All of the values are important, sometimes overlap, and are mutually supportive of one another.

Section Two contains eleven chapters.

 

To begin, it is important that an environment of trust is established.  To do this valuing honesty is essential.  Next, the manager must place a high value on insuring that people know how they fit into the organization – how their jobs relate to others and the organization as a whole.  Along with this, valuing people for their individuality, respecting their ability to do things in their own way, and encouraging them to do so are all important.

Next, it is essential to get the best from people that we accept that we are all human, and humane treatment is a fundamental value of our organization.  Along with this a value of our organization is that we all should celebrate each other’s strengths, use our strengths to fill in for others weaknesses, and they will do the same for us.  In the context of the previous two values an organization where mistakes are valued as learning experiences rather than sins will function better than it otherwise would and people will be more likely to give their best.

 

Contrary to those who argue that when at work an employee must be isolate from the outside world so as to focus completely on work related activities, establishing the value that work life and life outside work are really all one life helps to instill a sense of loyalty, commitment, and motivation in employees.  This fits right in with the belief that if professionalism is a fundamental value in your organization, and you as the leader treat all of your people as professionals, they will give their best.  And, being professionals, when a value recognizing people’s need to see that they do have a future with your organization is pervasive, you will have low turnover, and long-term employees who will give their best.

 

An important value in an organization is insuring that people know your expectations about how they do things or what they are doing.

 

A key future of the Value Immersion approach is to create an atmosphere where people want to be at work.  Many of the values advocated in the program are designed to create that type of environment.  One of the most important is that a work place where having fun is valued is one where people will want to be.

 

The values described in Section Three are the most important to the success of this program.  These, along with those already described, make up the work place environment that motivates our employees to do their best.

 

In organizations where pride is a value everyone in the group feels good about what they do, where they do it, and who they do it with.  This motivates them to do their best.

 

On the contrary, an organization where office politics are accepted is one characterized by fear, insecurity, and low productivity.  There is nothing that can have a more devastating impact one people’s quality of life.  For that reason a principle value of an organization should be that office politics will not be tolerated.

 

A workplace where office politics occur is one where people are forced to spend time plotting how to advance to the determent of others, spend time defending themselves against these attacks, or plotting how to retaliate rather than focusing on being their best.  On the other hand an organization holds a value that supports and encourages feelings among employees of being part of a family is exceedingly important and effective in creating a work place environment where people give their best.  And, the glue that holds families together is one fundamental value – love.

 

Section Four deals with how to go about implementing the Value Immersion process, and concludes with some final words from the author.

 

 

 

 

 

 

 

 

 

 

 

 

 

     

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