Values-Based Leadership Is More Than Just A Global Buzz Phrase – It Can Make The Difference Between Sinking And Swimming In Stormy Times

Values-based leadership is more than just a global buzz phrase – it can make the difference between sinking and swimming in stormy times. It is seen as a seismic shift from the profit-driven business model, but values-based leadership is something organisations are taking to heart, and the approach is now being fully integrated into the UCT Graduate School of Business curriculum.

Do not undervalue the resilience that three to five simple, sturdy, honest core values, expressed succinctly, can give a business, particularly in times of crisis, says Dr Tim London, formerly of the UK's University of Cambridge, who has joined the team at the Allan Gray Centre for Values Based Leadership at the UCT Graduate School of Business (GSB) last month (August 2014).

“The global economy has placed a premium on values-based leadership, and the South African economy is an ideal place to put it into practice, particularly as it has been examining the notion of values and asking the questions: if we are different to 30 years ago, how has the country changed since the onset of democracy.”

Dr London, who is newly arrived in Cape Town, says that it is an interesting time to be in South Africa, particularly as the centre itself is relatively new. The centre, which breaks ground in SA, was established in 2011 in association with the Allan Gray Orbis Foundation to explore new ways of doing business based on responsible practices as a counter to a burgeoning business culture of unethical practices, fraud and poor service delivery.

“The Allan Gray Centre for Values-based Leadership sets out to ask the difficult questions,” says Professor Baets, Director of the GSB and holder of the Alan Gray Chair in Values-based Leadership. “Should we be allowing profit and shareholder-value to be central drivers of business? Or are values and purpose of more worth to 21st century leaders and corporations, a philosophy which gives focus when times are rocky and ultimately leads to more meaningful and inclusive business?”

“Dr London is an accomplished academic who brings a wealth of international experience to the GSB. We are sure that his global perspective and passion for value-based leadership will help us to answer some of these questions.”

London, latterly the Director of Programmes at the Institute of Continuing Education at the world renowned University of Cambridge, England, was raised in Minnesota in the US, has worked as Director of Education at the School of Education, Queen's University, Belfast, Northern Ireland, and has worked in the US, notably in Washington, Georgia and Saipan, the largest of the Northern Mariana Islands in the Pacific, as well as in Egypt.

It is a career path that has given him a global view and a passion for a working philosophy of core values, something South Africa is ripe to drive forwards. “South Africa is very interestingly placed at present as it comes out of apartheid and assumes its role in BRICS (an acronym given to the association of five major emerging national economies: Brazil, Russia, India, China and South Africa) and evolves into an emerged market,” says London.

Core values can play a key role in guiding an organisation – or a country – through difficult times says Dr London – and he has the evidence to prove it.

London, who has not only worked extensively in education and co-authored a book on the topic but has also completed a gamut of degrees, including a BA psychology (Colgate University, New York), a Master of Arts (University of Illinois-Springfield, US), a Graduate Certificate in Higher Education Teaching (PGCHET) and a Master of Laws (both from Queens University, Belfast), a Doctorate of Education (Peabody College of Vanderbilt University, Nashville, US) and is currently studying an MBA through the University of Liverpool, UK, cites a case study regarding a school which illustrates the ability of core values to lend strength, resilience and focus in times of crisis.

The primary school, mentioned in the book he co-authored, Leading Schools During Crisis, was situated in the shadows of the twin towers of the World Trade Centre in New York. In the aftermath of the tragedy of September 11 2001, during which debris rained down on the school triggering a terrifying evacuation and later leading to the school being split between various campuses that could accommodate classes, the one thing that kept the school community on track and ultimately brought it back together, was the core value of respect for others. “The parents just kept saying: 'We wanted to show the kids that bad things happen that you can't prevent, but that we move on.'”

The identification of three to five core values is not to be confused with mission statements, which are often “hazy, flowery and little understood,” says London. Instead, each core value should be limited to a brief statement, clear and readily understood by all stakeholders.

The trick, he says, is to develop your personal core values, as well as business values and to be totally honest. “If your core value is to do whatever makes the most money, then be honest about it. But it gives your business core concepts, or building blocks by which to rebuild or refocus your business when bad things happen.”

Values will vary according to organisation and are substantially easier to work with in a start up with a small tight team but become trickier to bed down the larger the organisation.

“I'm excited to be at the GSB,” says Dr London. “It is a community with a lot of passion and interest in including and serving the broader business community and looking at what we can do to get that right and to deliver courses that are interesting, relevant and ground breaking.”

Values-based leadership is being fully integrated into the GSB curriculum and is now offered as a core module on the MBA programme as well as through executive education short courses. The school also offers a Postgraduate Diploma in Innovative Leadership. Dr London is eager to play a role in expanding and developing these offerings.

And what does he do to relax? “I get degrees,” laughed London. Other than that he reads a lot, goes to gym almost daily, and is a committed foody. “I grew up interested in cooking and cooking for my parents, who of course gave me good reviews every time! I have more kitchen gadgets than anyone person should.”

Sibahle Melane

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