Chapter 3 talked about clarifying values: finding your own voice and affirming shared values. I found the chapter to be very interesting and it really made me think about my own experiences and what my values are. I could relate to so many different aspects of the chapter in a great number of ways. Chapter 4 talked about setting the example: personifying shared values and teaching others to model the values. This chapter actually helped me understand some of my values better.

In Chapter 3 I thought about what some of my values are and in Chapter 4 I was really able to identify some values that I hold pretty dearly. I realized this when I read the section about spending your time and attention wisely. The specific sentence that really triggered a value for me was, “Setting an example means arriving early, staying late, and be being there to show you care� (80). The value this made me think of is commitment. Being committed to something is very important to me, whether it is a job, an extracurricular activity or going to class, I find commitment to be at the top of my list.

In my previous job I had a boss that was very committed and his commitment to his position definitely made others in the office committed. Unless he was on vacation, he was in the office at 6:30 a.m. and he was usually the last to leave at 6:30 p.m. While his calendar was jam-packed with meetings with presidents, high-end executives and other important individuals, he always made time to come to the little office parties we would have and always made sure that everyone knew he appreciated all of the time and effort we put into our jobs. He set examples daily and they resonated through the office and others followed his lead – it was inspiring.

I particularly enjoyed the section about language – “Watch Your Language.� At the beginning of the section a challenge is put forth to talk about an organization without using everyday terms such as employee, boss, hierarchy, etc. I’ve tried to do this and it isn’t easy. However, I know that it is possible, but it can’t be accomplished unless everyone is on board. The text mentions the use of the phrase, “cast members� in order to describe employees. This reminds me of a video I remembering watching in my undergraduate years about culture and working at Disney. In trying to remember all of the parts of the video, I realized that Disney, as a culture is a great example of setting an example.

Disney is a lot like DaVita, the company mentioned in the article. While Disney employees are not DaVitans, they are cast members and they each have a role – whether it is as a security guard, ensuring the safety of the customer or as a character making children laugh, they are all cast members. The training for cast members is probably more involved than most job training. One of the ways in which Disney trains its cast members is through storytelling. Cast members learn about the culture of Disney through storytelling, one of the most powerful ways to help others learn what is important and what is not. (91).

One additional point from the chapter that I think is important to make is really the overlying point, “What you do speaks more loudly than what you say.� To me, this summarizes the entire chapter. Anyone can pronounce things they plan to do and the values they believe in, but in order to have people believe in you and your values it helps to see them in action. In my current position there are often tedious tasks we must perform – stuffing envelopes and adhering labels to envelopes for large events is just one example. When we have to do these tasks, they are referred to “all hands on deck� event – which means no matter who you are, what your title is, how much you get paid, you show up and help. When I first started I thought this was just a way for management to motivate the staff, but at our first “all hands on deck� task, not only did the student workers show-up, but the director of our office was there as well. It was very motivating and it gave me a new respect for everyone in my office, they made time to help despite their busy schedules.

While I found Chapter 4 to have some good information and examples, I think it was a little overdone. Maybe I’m thinking about the idea of “setting the example� too simply, but some of the sections went on and on and only seemed to repeat what was said earlier. I really think that clarifying values and setting the example go hand and hand – and maybe setting the example should really just be a section within clarifying values. Setting the example is complimentary to clarifying values; I really don’t think it belongs in a section of its own. Kouzes and Posner seem to make a stretch for material and examples which made it difficult for me to fully engage in the chapter. With that said, I think the examples used and the notions discussed were valid.

However, I think it would be interesting to research what happens when a leader does not set an example. Does the rest of the team still follow because that is what they are supposed to do? Does someone else step-up to set the example? Is there team unity with a leader setting the example in regards to values? Is setting an example a necessary component?