Clarity of Values

I find it particularly gratifying when the materials I am studying align with my real life experiences. Clarifying values as a necessity to excellence in leadership is a process my unit recently undertook as part of our strategic planning process. Moreover, it was the initial step in the process. Out of that came alignment process – once our unit’s vision and goals were developed from our shared values, did they fit within the strategic landscape of our parent unit? If so, did they also fit within the overall University goals? And finally, what do we need to do on a daily, weekly or monthly basis to validate the process, walk the walk and not just talk the talk?

Chapter Three of Kouzes and Posner (K&P) captures the process needed to achieve clarity of both personal and organizational values as the basis for inspiring and maintaining creativity, motivation and performance within a unit. This same theory was espoused by Terry in his discussion of “Authenticity Criteria� and the process through which sincerity becomes integrity and knowledge becomes wisdom (p. 59-60). Inside polarities must be identified and then tested against the outside polarities to determine validity, shared values, and develop identification as a unit. K&P speak of it as a process that begins with one finding his or her own voice. In their scenario it is the leader who begins this process and then moves it forward through a group identification and discovery model.

K&P walk through the process of identifying individual values and the benefits that identification provides. For example, credibility, authenticity, motivation, empowerment and direction all become available once individual values have been established. In turn, they posit that in order for an organization to develop and maintain vitality, a leader must ensure that individuals are brought on board through the process of developing shared values. Recognition of both the commonalities and diversities in an organization’s value structure is necessary to achieve the three themes that lead a mediocre unit to greatness: high performance standards, high regard for individuality and deep recognition of the individuality and uniqueness of that unit. From these themes comes a sense of unity.

As I prepared to write this I considered other places I had read of or heard of the need for the identification of personal values as a primary means to energize and consolidate oneself and subsequently an organization’s commitment to ensure a continuum of momentum is achieved. One source was the 7th edition of the Successful Manager’s Handbook, published by Personal Decisions International (PDI). They echo K&P’s recommendations. For example, K&P recommend writing a tribute to oneself to assist in the identification of your core values. Questions to be asked during the process include, in part, What do you stand for and why? What do you believe in and why? What makes you jump for joy and why? What keeps you awake at night and why (p.69-70)? PDI adds to this list with questions such as, How would you describe your life mission? How can you most express your life mission in your work? How can you best serve others and make a meaningful contribution to their lives? In searching for some non-course related information on my health provider’s website I came across the Ottawa Personal Decision Guide which is provided to clients to help “clarify options, identify values, recognize influences, assess needs and plan next steps�. This tool is intended for use in any aspect of a client’s life, it is not limited to health care decisions. My interpretation of the five stated goals of this Decision Guide are that they are essentially matched to K&P’s process: clarify options (Find Your Voice), identify values (Explore Your Inner Territory), recognize influences and assess needs (Personal Values Clarity Drives Commitment), plan next steps (Reflection and Action: Clarifying Values).

In my mind, then, the question becomes, “Does the current emphasis on the identification of personal values as the means to develop a robust, enlightened and committed organization, equate to themes previously postulated as the way to leadership success such as the credo that there are skills, techniques, an image, personality and attitudes that can be developed and should be pursued – learned behaviors as opposed to Terry’s “internal polarity�? Is this a natural evolution in the sphere of leadership – from the externally identified and learned practices to the internally, personally identified frame of reference? Or is it being driven by a larger, societal movement toward emphasis on the self as a key component in the success or failure of larger, community-based endeavors? Is this the reflection of the drive to instill and ensure high levels of self esteem in everyone from babies on up? Is this the, “It takes a village…� approach? Is it sustainable? Should it be?

A few final comments on Chapter Three – While K&P did an excellent job of laying out a map to follow, they did not at all address the amount of time it takes to go through the process of identifying both individual and shared values, achieving consensus and moving forward as Kotter did in “The Eight Steps to Transformation�. I think it is key to the success of this process that it be made clear that it will not be accomplished in one or two days. Secondly, while K&P recommend writing a self tribute and a credo, they do not speak to the need to develop a mechanism for self-auditing the process. This is recommended in the PDI publication and in my mind it is a necessary exercise to confirm that both an individual and a unit are still in concurrence with their stated values, that the majority of the work they are doing supports those values considered of greatest importance. Finally, in support of the need for continuous review, Terry’s concept of “stirrings� should be acknowledged. While I was not enthusiastic about the way he defined them, nonetheless I believe they are real and to ignore them is risky. I view them as wisps of clouds that drift about the workplace. If not studied, evaluated and acknowledged, they can condense to become storm clouds. If adherence to both personal and professionally shared values is not a visible commitment the sun will be blocked out. Good leaders expend effort toward maintaining and strengthening the bonds developed through clarification and sharing of values.

S. Waldemar