Vitalwork -- Shared Values

What Business Leaders Have Said

Welcome to Shared Values
People Values
Business Values
Formal Roles
Module I
Module II
Module III / IV / V
History of Shared Values
Why Shared Values Works
Telecommunications Industry Application
What Business Leaders have said

"The concepts and examples are extraordinary. The Shared Values Process will prove to you that the tired old prescription of "fixing people" is flawed. To improve performance, you must change the "context." This formula will work for any organization that wants lasting change!"
Paul Horgan, President and CEO IBM Mid America Employees Federal Credit Union
"As Frontier embarks on further change/transition moving into [a new] organization, the confidence that we have developed in one another allows us to speed forward and create our future rather than wait and react to what might happen to us."
Craig Gunderson, Frontier Corporation, General Manager for MN Division
"Business is not "rocket science" - it's harder. Business is serving customers with quality products and services with perceived value, and being competitive. Business is done by people with people. Management sets the environment to win - associates have the responsibility to win. I believe the Shared Values Process is the framework to make it happen."
Jim Schultz, Executive Vice President, The Trane Company, North American Commercial Group (NACG), a subsidiary of American Standard
"Shared Values has helped me look at work much like I look at my personal life. I find myself at times stopping what it is that I am doing to reflect whether I would make the same choice at home. Truly bringing my personal values to work. I see people talking to one another in totally different conversations, the complainer's have stopped complaining,and people who would not work together have started to come around."
Phil Maag, Director of Operations, Ohio, Fairpoint Communications, Inc.
"Before Shared Values, my employees would come to me to complain about particular people all the time. People now take responsibility. Managers are not the problem solvers all the time. I've been a manager for many years and taken almost every kind of management training there is. Each training tells managers to build a solid team. I've now got a team that will work through anything, help each other out and will weather any storm. I didn't "build" that team. Shared Values did."
Mark Beightol, Director of Sales and Marketing, Chautauqua & Erie Telephone
"We believe that sharing a common foundation, based on how we interact with one another, is the key to helping all employees reach their full potential. Providing our employees a values based work environment will have the beneficial effect of supporting innovation, promoting customer and employee partnerships, fostering continuous improvement and distinguishing us for our quality - not only in our products, but in our people."
John J. Booth, President and Chief Executive Officer INCSTAR, Subsidiary of American Standard in his 1995 Annual Report

© Copyright Vitalwork, Inc. 2001

"We've seen measurable results from implementing the program. Employees set the goals we've met. Our employees have made this happen. I know that this process has helped me create a team that is ready for whatever the future may bring."
Peter Nixon, Senior Vice President, Development for Fairpoint Communications

"The concepts and examples are extraordinary. The Shared Values Process will prove to you that the tired old prescription of "fixing people" is flawed. To improve performance, you must change the "context." This formula will work for any organization that wants lasting change!"
Paul Horgan, President and CEO IBM Mid America Employees Federal Credit Union

"As Frontier embarks on further change/transition moving into [a new] organization, the confidence that we have developed in one another allows us to speed forward and create our future rather than wait and react to what might happen to us."
Craig Gunderson, Frontier Corporation, General Manager for MN Division

"Business is not "rocket science" - it's harder. Business is serving customers with quality products and services with perceived value, and being competitive. Business is done by people with people. Management sets the environment to win - associates have the responsibility to win. I believe the Shared Values Process is the framework to make it happen."
Jim Schultz, Executive Vice President, The Trane Company, North American Commercial Group (NACG), a subsidiary of American Standard

"Shared Values has helped me look at work much like I look at my personal life. I find myself at times stopping what it is that I am doing to reflect whether I would make the same choice at home. Truly bringing my personal values to work. I see people talking to one another in totally different conversations, the complainer's have stopped complaining,and people who would not work together have started to come around."
Phil Maag, Director of Operations, Ohio, Fairpoint Communications, Inc.

"Before Shared Values, my employees would come to me to complain about particular people all the time. People now take responsibility. Managers are not the problem solvers all the time. I've been a manager for many years and taken almost every kind of management training there is. Each training tells managers to build a solid team. I've now got a team that will work through anything, help each other out and will weather any storm. I didn't "build" that team. Shared Values did."
Mark Beightol, Director of Sales and Marketing, Chautauqua & Erie Telephone

"We believe that sharing a common foundation, based on how we interact with one another, is the key to helping all employees reach their full potential. Providing our employees a values based work environment will have the beneficial effect of supporting innovation, promoting customer and employee partnerships, fostering continuous improvement and distinguishing us for our quality - not only in our products, but in our people."
John J. Booth, President and Chief Executive Officer INCSTAR, Subsidiary of American Standard in his 1995 Annual Report