Reflection on Kouzes & Posner Chapter 3 – Clarify Values
Kouzes and Posner have discovered from their scientific research data that the first of their determined five practices of exemplary leadership, to “model the way,” must begin with clarifying personal and shared values.
Leadership credibility requires strong principles, both current and future (to be aspired to), that have been articulated. A leader cannot walk the talk unless those values are absolutely clear to those being lead. And if those words aren’t heartfelt and instead those of another (perhaps because they sound good), credibility is lost and therefore the ability to lead.
Values motivate us and keep us on track. Personal values drive commitment. The text states that leadership is an art. The words stated to constituents matter; therefore, expressing values in an authentic manner that is uniquely one’s own is critical to success.
Creating buy-in from constituents also requires shared values for a shared vision. Discussing and determining together the most important values that everyone agrees on creates a more effective and satisfied work environment. Although values that work for one organization may not necessarily work for another, Kouzes and Posner assert there are three common themes that lead to greatness: 1) high performance standards (leading to excellence); 2) a caring attitude; and 3) a sense of uniqueness (how the organization is different from others). For the values to be truly shared, they must be “deeply supported and broadly endorsed.” Also, a warning is posed to never allow shared values to be an excuse for silencing dissent, for freedom of expression is critical to the creation of a culture that encourages contribution and commitment.
I once worked for a company that had gone through the arduous process of discovering shared values just prior to my joining them. I readily accepted the position as their Director of Human Resources once I heard from employees how excited they were to be part of an organization that allowed all to contribute and agree on those values. Unfortunately, the owners of the company did not personally believe in all those values, for they did not walk the talk. While it was agreed that all ideas would receive equal consideration by the entire organization, the owners did not take the time to listen nor did they relay those suggestions to the entire group for discussion. The “idea box” was soon bone dry, the value died a quick death and, therefore, the credibility of the executive officers. As a result, the whole concept of “shared values” became a joke among employees and turnover was high within just a few months. Although I was able to eventually create some stability, I was unable to make the officers see the error of their ways and I soon left for another job. This experience resonated with me for years and taught me how false values are easily picked up on by others and swiftly destroy leadership credibility.
What values do you hold dear? What do you really care about? What makes you happy and what makes you sad or angry? In what order do you place those values?
Do you speak from the heart, or do you say what you believe others want to hear?
Once you have those personal values (in order of importance), you will attract those who share those values. I believe we find and keep friends who share our own personal values (birds of a feather), so why not entire organizations? Those who don’t really share an organizational value will not fit in and will soon leave (either by choice or by force).
I challenge you to coordinate a way to determine shared values within your own constituency, whether it be within your family, your reading group, your work group, your organization, or any group that you might lead or be part of. Find common threads, goals and visions – determine what values are most important and see if it makes a difference.
Most importantly, I challenge each of us to avoid saying and doing things just because we believe it’s what others expect or want to see or hear. Let’s avoid trying to please everyone else and see what happens when we are true to ourselves.
Login to the blog
Post a new entry
Subscribe in a reader
Comments
I agree with so many points that you make in your reflection, especially your last challenge about saying or doing things just because that is what others expect us to do. I think you are right, by engaging in activities where we say or do something just because it is what others expect, we, in a way, violate our own values. However, as an employee in a public university I often find myself saying or doing things that I don't necessarily agree with but because of the politics that surround the University (and my position), it is in my best interest to please my audience. And I think this is more than likely true with any organization, public or private - there are always politics at work and there are always going to be times when we won't be able to say exactly what is on our mind... Where is the line then - if we sometimes have to forego our personal values in order to please the organization, at point do we put our foot down and refuse to conform, even if it means losing our jobs?
Posted by: Jen | February 19, 2008 05:28 PM
"You can't do what you say if you don't know what you believe. And, you can't do what you say if you don't believe in what you're saying." (Kouzes and Posner, chapter 3 ) When I read this sentence, I immediately thought of Confucius said： "do not do to others what you don't want to be done to you." When I could recite this phrase in the middle school, and didn’t know the true meaning of this statement. Later, when I was in different stages, this remark also has different interpretations. Now connected it with our course, there is a new understanding in my mind.
Correctly understand and practice the basic requirements of leadership theory is the most basic requirements of a leader. As Kouzes and Posner noted, "the very first step on the journey to credible leadership is clarify your values-discovering those fundamental beliefs that will guide your decisions and actions along with the path to success and significance." However, it is very difficult to apply these theories into practice, especially for those who live in the competitive societies. Those in real life, said one thing and done another’s are doomed to lose respect and support. On the contrary, those open-minded, always concentrate on others stake will be the progressive and success leaders.
Posted by: Kun Yang | February 19, 2008 06:05 PM
Jen made a comment that I also thought about but didn't comment on. I'd like to do that now.
It is indeed difficult to live by your own values when the hierarchy (those who hold your job and paycheck hostage, ready to drop it if you cross them too much - or so we fear) dictates something you do not agree with.
Here's my take on that: Find a way to say what you think in a respectful way. The key term is "respectful." Whether you are in a leadership positon (with reports) or both leadership and a reporting position (to your own boss, even if it's clients), a respectful tone is absolutely and undeniably key to gaining a willing ear to what you have to say.
I firmly believe (call me naive if you will) that everyone can voice their feelings if delivered respectfully. I admit I haven't always been successful at that, but I'm much much better because I recognize this and, because I recognize it, I keep refining and improving as I hit roadblocks. It sounds so simple, but so few actually practice it. The "power" thing gets in the way too often (whether from you or to you).
As a report, I worry about saying too much so often hold back until I'm way too angry or upset; as a constituent, I sometimes go beyond because I think I can be honest -- but sometimes it's too much; as a boss, I sometimes (without thinking) make dictates just to get things done without listening to input. I make lots of mistakes, but I do know that if I place "listening to input" as a high value I will pay more attention to it. I'm going to try not to beat myself up when I fail, but I will continue to strive for improvement. It's a learning process. Most of us are so accustomed to keeping our mouths shut when hierarchical positions speak that we forget we have a worthy voice. Again, where are our values?
And I do challenge anyone who remains in a position where their values are consistently being violated. If your most important value (at the top of your list) is not being met by your employer, then you need to find another place--for you will never be happy. It all depends on how highly you place the violated value. (If you have trouble finding another place, I fully understand why you stay...but don't give up.) I can tell you that I've stuck my neck out plenty of times, and it's uncomfortable. But it's helped to bring change.
I sit here at home, sniffling and sneezing and coughing, while you all are in class, wondering what I'm missing. But the last thing you needed were my germs. I'm hoping, instead, that my thoughts will do.
Posted by: Cheri Ptacek | February 19, 2008 07:33 PM