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Values are the essence of who weare as human beings. Our val-ues get us out of bed everymorning, help us select thework we do, the company we

keep, the relationships we build, and, ul-timately, the groups and organizationswe lead. Our values influence every de-cision and move we make, even to thepoint of how we choose to make our de-cisions.

Purpose of ValuesDeterminationWhen we honor our values, we feel aliveand vital. When we ignore them, we feelforced, unnatural, out of step, and un-happy. Over time, we may feel a gradualsense of dull routine accompanied byregret for not following a different strat-egy.

This article deals with the impact of per-sonal values on individuals and thosethey influence while serving in a lead-ership role such as family members,friends, social contacts, and co-workers.It relates concrete examples of observedbehavior where values were ignored andexamples where they were honored, un-derstood, and applied, along with ob-served results. Finally, it encourages read-ers to define the personal values that areat the very core of their being — that de-fine who they are as individuals and howthey choose to lead.

Personal Values DescriptionOur values are the elements deep withinour belief system that make us “tick.”They influence every aspect of our per-

ceived reality, from family to work andfrom friends to the larger world in whichwe live. Hyrum Smith from the Franklin-Covey Co., in his April 6, 2000, presen-tation to the U.S. Air Force ElectronicSystems Center refers to our belief sys-tem as the screen through which ourview of the everyday world is filtered.1

If everything we see passes through this“screen” and colors our viewpoint, doesn’t it make sense to be aware of whatthat screen depicts? If our values play sucha critical role in the perceptions we formof our world, wouldn’t it be in our bestinterests to understand what they are andhow they influence our perceptions?

B E H A V I O R A L S C I E N C E

Values-based LeadershipDetermining Our Personal Values

B O B R U E

Rue is a senior organizational change specialist forthe Joint Surveillance Target Attack Radar System(JSTARS) project office, Hanscom Air Force Base,Bedford, Mass.

It takes courage to face our

authentic self and make the

commitment to protect and

care for that authentic self.

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Values vs. BehaviorMany years ago, while working in the in-surance industry, I reported to Dick, oneof my brokerage firm’s senior vice pres-idents. Early in our working relationshipwhile having lunch one day, he sharedthe following information about himself:

• He was a chain smoker.

• He was three years into his secondmarriage.

• He had a two-year-old daughter.• He was 35 years old.• He arrived at work after a two-hour

commute at 7:30 a.m.• He left for home facing a two-hour

commute at 6 p.m.

• His wife objected to his long hours.• He played golf every Saturday and Sun-

day in season.• He entertained clients frequently (al-

though he hated it).• He enjoyed two martinis at lunch.

On the rare occasion when we were onthe same train home, I noticed his drink-ing two beers on the train — in additionto the two martinis at lunch. To me, hisbehavior suggested he was self-med-icating. When I asked Dick why heworked the long hours, his response was,“That’s how I got to where I am. If youare smart, you’ll start putting in longerhours yourself.” I asked if he equatedlong hours with success. He claimed thathe didn’t. Rather, he claimed that ourfirm’s president depended heavily uponhim since the client we jointly servedwas the firm’s largest and most de-manding account.

Did this mean that I would be evaluatedlargely on the amount of hours I waswilling to give to the firm? If I wanted tobuild strong relations with my clients,did I have to constantly entertain them?My heart sank. I believed that the qual-ity of work equated to successful resultsrather than the time spent at work.

I enjoyed entertaining clients — if I likedbeing with them. If I didn’t enjoy theircompany (or perceived that they didn’tenjoy mine), I minimized our entertain-ment time. My immediate problem wasthat our largest client fit into the lattercategory. I struggled with the reconcili-ation of my values and what Dickseemed to perceive as my lack of pro-fessional standards of behavior.

The Values ConflictClearly, I had encountered a lesson inthe conflict between two different setsof values. Dick seemed continuallystressed, self-medicating through ciga-rettes and alcohol. Our conversationssurfaced his personal value of being fi-nancially successful through the quali-ties of pure hard work and dogged, attimes ruthless determination — regard-less of whether the work was satisfying.It’s not that Dick’s values were wrong —they were just very different from mine.

To me, they seemed extreme and in-flexible. There was no tolerance for any-one else’s values if they were different.In fact, Dick was quite critical and judg-mental when his values clashed head-on with someone else’s. His assumptionseemed to be that his values should havebeen everyone’s values. His mind-set al-lowed no room for personal differences.There seemed to be no balance.

His value system forced many difficult,“either/or” choices for him. Either he pla-cates his wife’s wishes and works fewerhours or continues to be successful inproviding for his family. Either he doesless requiring him to depend on thosewho report directly to him (who won’twork as hard), or the work gets done per-sonally by him the “right” way. Either hepays attention to his health or keeps upthe coping mechanisms of alcohol andtobacco in order to continue buildinghis successful career. Either he stayshome on weekends or plays golf to main-tain his sanity. Is he a workaholic? Is hean alcoholic? Even if he is, isn’t this thesacrifice that responsible fathers and hus-bands make for the sake of their fami-lies? If he gives up any part of his work,isn’t he admitting weakness or incom-petence? Is there a danger of losing hissense of who he really is?

Dick seemed to force everything. Crisiswas the norm with Dick. He seemed tounder-plan and to overreact. He wouldleave the office to catch a plane 30 min-utes before the flight, paying the taxi dri-ver extra to “Step on it!”

Dick often expressed frustration as a vic-tim of others who forced him out of con-trol: clients demanded too much; col-leagues could not be trusted; or the firm’spresident leaned on him too much. Eventhe steno pool responded too slowly tohis constant demands (interestingly, theyresponded quite well to the rest of us). Inhis book, Stewardship, Peter Block states,“Power is what victims want, and we arethe ones they want it from. Victims be-lieve that others, often us, hold the an-swer to their helplessness. If they werejust given more power, or if our behaviorwould change in some way, then theycould begin to take responsibility.”

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Dick had power all along. He needed toexamine his values carefully to find it.

Influence of Values on LeadershipUnfortunately, Dick’s value system im-pacted others well beyond himself. Asone of Dick’s employees, I felt he wantedme to reinvent myself in his image, some-thing that seemed repugnant to me. Hisvalues and beliefs were very differentfrom mine. And yet, my performancewould be measured through his biasedeyes, filtered by his value set.

When I found our firm’s largest clienthad misrepresented a key aspect of hisbusiness to me in order to obtain insur-ance coverage at an advantageous rate,I saw a need to firmly set professionalboundaries and expectations with theclient. Dick panicked.

“How can you put this account in jeop-ardy? He may be a No. 1 @*!#(*! ... buthe means $500,000 a year to the firm!”

“I know,” I said. “And he put me in a po-sition with our underwriters where myhonesty and integrity is in question withthem. He contends that I intentionallymisrepresented his operation. Since Iwork with these underwriters on otherclient accounts, he has jeopardized mycredibility with them. It could put ourother clients unacceptably at risk withthese underwriters.”

“Forget it!” Dick exclaimed. “All of ourunderwriters know that he’s a jerk! Don’tworry about them!”

I believed in requiring the client to hon-estly represent his business operations.Our business was based on integrity andtrust. Underwriters had to trust that ourrepresentation of a client was accuratebefore they would offer competitive in-surance protection. Without that trust,we had very little to offer anyone.

Leadership ImplicationsIn small groups, families, teams, largegroups, or huge multinational organi-zations, values are always used as a basisfor the group’s operation. The questionis whose values. From leadership style,

staffing requirements, decision making,pay policies, or customer service, valuesshape the way the group makes deci-sions. The only question is whose set ofvalues is at work, and whether the val-ues are implicit or explicit.

Implicit values are much more common— and dangerous. They are the assumedvalues of the individual who is perceivedas the one who sets the norms, such asthe company’s founder, the family’smother or father, or the small group’smost vocal or neurotic member. Sincethe dominant person’s values are implicitand left to the perceptions of everyoneelse, they are subject to broad interpre-tations and — more often than not — mis-interpretations.

Let’s imagine two firms. In the first, thechief executive officer (CEO) operatesout of a clear understanding of his orher value system. Since the CEO’s be-havior during times of crisis is one ofthe prime factors in shaping the organi-zational culture, it is reasonable to as-sume that the organization will reflectthe perceived values represented by theCEO’s behavior.2

Now, imagine the second where the CEOreacts to crisis with a total lack of aware-ness of his or her own personal valuesystem. The CEO’s behavior appears er-ratic and inconsistent. Subordinates willmost likely misunderstand the CEO’sintentions. Often, the culture becomesone of confusion and fear as rumors andmixed signals fly throughout the envi-ronment. In a fear-based culture, cre-ativity is the first casualty as the organi-zation’s members become increasinglyrisk-adverse.

Consider for a moment what kinds ofemployees each firm will recruit. Howwill decisions be made? Who will makethem? How will meetings be run? Howwill new ideas be received? How willcustomers be treated? What will thequality of life in the workplace be? Willinitiative be recognized or chastised?Will good results be rewarded? Howwill failure be handled? How will per-formance be measured? What will bethe effects on morale? What will be the

strategic impact? The implications arestaggering!

In the years since I went into practice asa private consultant, I have rarely foundsituations where people were fired be-cause they were technically incompe-tent. I have, however, found many situ-ations where they were terminatedbecause their value system clashed head-on with that of their supervisor or boardof directors. This observation is espe-cially true within the senior ranks of or-ganizations. What happens in the U.S.Government’s senior ranks whenever anew President takes office? Are we re-placing competence or really changingthe values (and over time, the culture)of those who head U.S. Government De-partments and Agencies?

Our Responsibility to OurselvesEach of us has the opportunity andchoice to clarify our value system. Forthose of us in positions of leadership andinfluence such as parents, clergy, teach-ers, coaches, supervisors, managers, di-rectors, or executives, when we clarifyour values, we do a great service to our-selves and a great service to all of thosewith whom we come in contact. It takescourage to face our authentic self andmake the commitment to protect andcare for that authentic self. The big, fun-damental question is, “Am I worth theeffort?”

Coaching JoanI was in private practice for 13 yearswhen I was asked to coach a client com-pany’s director of management infor-mation systems (MIS). The division vicepresident described Joan (not her realname) as quiet and competent. “Herproblem is that she shuts up in meet-ings with other senior executives at thevery time that I need her opinion!”

When Joan and I met for our initial in-terview, I asked her how she felt aboutour working together. I also asked herwhat she expected and what she wantedto happen as a result of our workingtogether. “I want to be vice presidentof MIS when we acquire ABC (not thereal name) company,” she said with-out any hesitation. “Why?” I asked.

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“Because that’s my next career step,”she shot back.

“I may ask you to do some homeworkassignments that may push you out ofyour comfort zone. You always have theright to refuse, and that is OK. Our workis strictly confidential and will be dis-cussed with no one unless you are pre-sent and give me your permission. Is thatall right with you?” “Absolutely!” she said.“After all, this is an opportunity for me.”

We agreed to a regular meeting sched-ule. Before leaving, I gave her a home-work assignment. The assignment wasto identify her primary personal val-ues.

Joan had an immediate reaction to theassignment. “What if my values turn outto be in conflict with my work?” My re-sponse was simple: “If they are, wouldyou rather not know? If you would rathernot find out now, when would you liketo find out?” A slow smile crept overJoan’s face. “I get your point.”

Joan’s concern was understandable.What if I clarify my values only to findout that I have been living a lie? Who doI hold responsible? How do I regain losttime? Perhaps I really don’t know my-self! What if I discover that I have beenin emotional pain and successfully“numbing out” for many years (verycommon for people working in jobs theyhate)? Am I worthy of self-care?

Of course, the reverse is also somethingto consider. What if I gain control of thequality of my life? What if I discover thatI’d rather be making my living doingsomething very different and loving it!What if I became a better parent (part-ner, boss, friend, or lover)? What if I findout that I am worthy of my own love andacceptance?

By tackling this assignment and dealingwith these questions, Joan demonstratedconsiderable courage.

Determining Our Personal ValuesValues and qualities are not the same.Values are who you are. Qualities arewhat you do in order to honor your val-

ues. For example, I am honest (quality)because I value personal integrity; I en-gage with people (quality) because Ivalue their diverse viewpoints. Our val-ues are not only those elements of ourmakeup that please us; they drive ourqualities that others see.

As part of her homework assignment,Joan listed her most important personalvalues. Joan then asked her husband tocreate a similar list of her most impor-tant values based upon his observations ofher within their relationship. She thenasked two subordinate managers to cre-ate similar lists of her values based upontheir observations and perceptions.

Joan was quite excited when we metagain. Her list was very close to the listher husband had written. Interestingly,it varied significantly from the lists shegathered from two subordinates who re-ported directly to her. Most interestingly,she felt totally “in sync” with her list andthe list from her husband. Conversely,she felt detached from the list given toher by those reporting directly to her.

“How do you account for the lists fromthose who report directly to you beingso different?” I asked. “That’s easy,” shesaid. “I’m not really me when I come towork.”

We began the search for ways in whichJoan could fully come to work. Once Joanclearly identified her values, we beganto look at what blocked her honoringthem through her actions. Within a fewcoaching sessions, Joan shared that shehad always wanted to start her own busi-ness in dog products. “Not exactly re-tail — more virtual,” she said. She real-ized that her MIS background coupledwith a financial settlement she had re-ceived from the company for some stockoptions she had exercised, technicallyand financially positioned her to beginher effort.

However, clarifying her values also re-vealed her low tolerance for risktaking.Certainly, beginning a start-up virtualbusiness involved some risk. She devel-oped a plan for staying at her currentorganization but in a different capacity.

I have rarely foundsituations wherepeople were firedbecause they were

technicallyincompetent. Ihave, however,

found manysituations where

they wereterminated becausetheir value systemclashed head-onwith that of their

supervisor or boardof directors.

P M : J U LY - A U G U S T 20 0116

She found real satisfaction in projectmanagement rather than executive man-agement and offered to leave her currentposition and create a new position asthe MIS research and development func-tion for her company. In this capacity,she would lead small teams in theirsearch for high-tech solutions to the com-pany’s many challenges. This fit perfectlyinto the strategic planning of the divi-sion vice president.

A year later, the “complete” or authenticJoan is coming to work every day. Shehas helped her company recapture thetechnological capability it so desperatelyneeded. Dog lovers are discovering hernew Web site, while she busily exploresthe entrepreneurial world. Her relation-ships with her co-workers have neverbeen better, and she is more relaxed atwork and at home.

Discover Your Own ValuesConsiderable personal power is availableto each of us when we discover our val-ues, adjust them to make sure they arebalanced and healthy, and create waysto honor them through action. Of inter-est to me is the fact that we already op-erate from our values base. Whether we

intend to or not is immaterial. Our val-ues drive our decisions, our behaviors,and filter our view of the world aroundus.

Seeking clarity on our personal valuesallows us the opportunity to make thebest choices for ourselves. Remaining ig-norant of them leaves our best choicesto be made by others.

For leaders, understanding their per-sonal values gives them a great range ofchoices to make in shaping their orga-nizational culture, whether that organi-zation is a family, scout troop, sportsteam, or major corporation. Our valuesfollow us more closely than our shadow.Our values are our very core.

Leaders who exercise their personal val-ues set a clear example. They are awareof why they make the decisions theymake. They have an internal guiding bea-con when they have to make toughchoices. They understand the range ofacceptable choices available to them. Theyjudge others less harshly, while inspir-ing higher performance. They tend tofind great satisfaction in their work. Theytend to form relationships of trust read-

ily. They live healthier lives. They arecomfortable with themselves. They treatthemselves (and others) with TLC — ten-der loving care. They suffer less stress.

And who among us couldn’t benefit froma little less stress?

Editor’s Note: The author welcomesquestions or comments on this article.Contact him at Robert.Rue@hanscom.af.mil.

R E F E R E N C E S

1. Smith, H., “Reality-Based Model,” U.S.Air Force Electronic Systems Center pre-sentation, April 2000.2. Schein, E., Organizational Culture andLeadership, Jossey-Bass Publishers, SanFrancisco, Calif., 1992.

B I B L I O G R A P H Y

Argyris, C. and D. A. Schön, Organiza-tional Learning II. Addison Wesley,Reading, Mass., 1996.

Block, P., Stewardship: Choosing ServiceOver Self-Interest, Berrett-Koehler Pub-lishers Inc., San Francisco, Calif., 1993.

Schein, E., The Corporate Culture SurvivalGuide, Jossey-Bass Publishers, SanFrancisco, Calif., 1999.

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