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

Values-based Leadership
Determining Our Personal Values
BOB RUE

V
alues are the essence of who we
are as human beings. Our val-
ues get us out of bed every
morning, help us select the
work we do, the company we
keep, the relationships we build, and, ul-
timately, the groups and organizations
we lead. Our values influence every de-
It takes courage to face our
cision and move we make, even to the
point of how we choose to make our de-
cisions.
authentic self and make the
Purpose of Values
Determination
commitment to protect and
When we honor our values, we feel alive
and vital. When we ignore them, we feel
forced, unnatural, out of step, and un-
care for that authentic self.
happy. Over time, we may feel a gradual
sense of dull routine accompanied by
regret for not following a different strat-
egy.

This article deals with the impact of per-

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

Personal Values Description

Our values are the elements deep within
our belief system that make us “tick.” ceived reality, from family to work and If everything we see passes through this
They influence every aspect of our per- from friends to the larger world in which “screen” and colors our viewpoint,
we live. Hyrum Smith from the Franklin- doesn’t it make sense to be aware of what
Covey Co., in his April 6, 2000, presen- that screen depicts? If our values play such
Rue is a senior organizational change specialist for tation to the U.S. Air Force Electronic a critical role in the perceptions we form
the Joint Surveillance Target Attack Radar System Systems Center refers to our belief sys- of our world, wouldn’t it be in our best
(JSTARS) project office, Hanscom Air Force Base,
tem as the screen through which our interests to understand what they are and
Bedford, Mass.
view of the everyday world is filtered.1 how they influence our perceptions?

12 P M : J U LY - A U G U S T 2 0 01
Values vs. Behavior • His wife objected to his long hours. To me, they seemed extreme and in-
Many years ago, while working in the in- • He played golf every Saturday and Sun- flexible. There was no tolerance for any-
surance industry, I reported to Dick, one day in season. one else’s values if they were different.
of my brokerage firm’s senior vice pres- • He entertained clients frequently (al- In fact, Dick was quite critical and judg-
idents. Early in our working relationship though he hated it). mental when his values clashed head-
while having lunch one day, he shared • He enjoyed two martinis at lunch. on with someone else’s. His assumption
the following information about himself: seemed to be that his values should have
On the rare occasion when we were on been everyone’s values. His mind-set al-
• He was a chain smoker. the same train home, I noticed his drink- lowed no room for personal differences.
ing two beers on the train — in addition There seemed to be no balance.
to the two martinis at lunch. To me, his
behavior suggested he was self-med- His value system forced many difficult,
icating. When I asked Dick why he “either/or” choices for him. Either he pla-
worked the long hours, his response was, cates his wife’s wishes and works fewer
“That’s how I got to where I am. If you hours or continues to be successful in
are smart, you’ll start putting in longer providing for his family. Either he does
hours yourself.” I asked if he equated less requiring him to depend on those
long hours with success. He claimed that who report directly to him (who won’t
he didn’t. Rather, he claimed that our work as hard), or the work gets done per-
firm’s president depended heavily upon sonally by him the “right” way. Either he
him since the client we jointly served pays attention to his health or keeps up
was the firm’s largest and most de- the coping mechanisms of alcohol and
manding account. tobacco in order to continue building
his successful career. Either he stays
Did this mean that I would be evaluated home on weekends or plays golf to main-
largely on the amount of hours I was tain his sanity. Is he a workaholic? Is he
willing to give to the firm? If I wanted to an alcoholic? Even if he is, isn’t this the
build strong relations with my clients, sacrifice that responsible fathers and hus-
did I have to constantly entertain them? bands make for the sake of their fami-
My heart sank. I believed that the qual- lies? If he gives up any part of his work,
ity of work equated to successful results isn’t he admitting weakness or incom-
rather than the time spent at work. petence? Is there a danger of losing his
sense of who he really is?
I enjoyed entertaining clients — if I liked
being with them. If I didn’t enjoy their Dick seemed to force everything. Crisis
company (or perceived that they didn’t was the norm with Dick. He seemed to
enjoy mine), I minimized our entertain- under-plan and to overreact. He would
ment time. My immediate problem was leave the office to catch a plane 30 min-
that our largest client fit into the latter utes before the flight, paying the taxi dri-
category. I struggled with the reconcili- ver extra to “Step on it!”
ation of my values and what Dick
seemed to perceive as my lack of pro- Dick often expressed frustration as a vic-
fessional standards of behavior. tim of others who forced him out of con-
trol: clients demanded too much; col-
The Values Conflict leagues could not be trusted; or the firm’s
Clearly, I had encountered a lesson in president leaned on him too much. Even
the conflict between two different sets the steno pool responded too slowly to
of values. Dick seemed continually his constant demands (interestingly, they
stressed, self-medicating through ciga- responded quite well to the rest of us). In
• He was three years into his second rettes and alcohol. Our conversations his book, Stewardship, Peter Block states,
marriage. surfaced his personal value of being fi- “Power is what victims want, and we are
• He had a two-year-old daughter. nancially successful through the quali- the ones they want it from. Victims be-
• He was 35 years old. ties of pure hard work and dogged, at lieve that others, often us, hold the an-
• He arrived at work after a two-hour times ruthless determination — regard- swer to their helplessness. If they were
commute at 7:30 a.m. less of whether the work was satisfying. just given more power, or if our behavior
• He left for home facing a two-hour It’s not that Dick’s values were wrong — would change in some way, then they
commute at 6 p.m. they were just very different from mine. could begin to take responsibility.”

P M : J U LY - A U G U S T 2 0 01 13
Dick had power all along. He needed to staffing requirements, decision making, strategic impact? The implications are
examine his values carefully to find it. pay policies, or customer service, values staggering!
shape the way the group makes deci-
Influence of Values sions. The only question is whose set of In the years since I went into practice as
on Leadership values is at work, and whether the val- a private consultant, I have rarely found
Unfortunately, Dick’s value system im- ues are implicit or explicit. situations where people were fired be-
pacted others well beyond himself. As cause they were technically incompe-
one of Dick’s employees, I felt he wanted Implicit values are much more common tent. I have, however, found many situ-
me to reinvent myself in his image, some- — and dangerous. They are the assumed ations where they were terminated
thing that seemed repugnant to me. His values of the individual who is perceived because their value system clashed head-
values and beliefs were very different as the one who sets the norms, such as on with that of their supervisor or board
from mine. And yet, my performance the company’s founder, the family’s of directors. This observation is espe-
would be measured through his biased mother or father, or the small group’s cially true within the senior ranks of or-
eyes, filtered by his value set. most vocal or neurotic member. Since ganizations. What happens in the U.S.
the dominant person’s values are implicit Government’s senior ranks whenever a
When I found our firm’s largest client and left to the perceptions of everyone new President takes office? Are we re-
had misrepresented a key aspect of his else, they are subject to broad interpre- placing competence or really changing
business to me in order to obtain insur- tations and — more often than not — mis- the values (and over time, the culture)
ance coverage at an advantageous rate, interpretations. of those who head U.S. Government De-
I saw a need to firmly set professional partments and Agencies?
boundaries and expectations with the Let’s imagine two firms. In the first, the
client. Dick panicked. chief executive officer (CEO) operates Our Responsibility to Ourselves
out of a clear understanding of his or Each of us has the opportunity and
“How can you put this account in jeop- her value system. Since the CEO’s be- choice to clarify our value system. For
ardy? He may be a No. 1 @*!#(*! ... but havior during times of crisis is one of those of us in positions of leadership and
he means $500,000 a year to the firm!” the prime factors in shaping the organi- influence such as parents, clergy, teach-
zational culture, it is reasonable to as- ers, coaches, supervisors, managers, di-
“I know,” I said. “And he put me in a po- sume that the organization will reflect rectors, or executives, when we clarify
sition with our underwriters where my the perceived values represented by the our values, we do a great service to our-
honesty and integrity is in question with CEO’s behavior.2 selves and a great service to all of those
them. He contends that I intentionally with whom we come in contact. It takes
misrepresented his operation. Since I Now, imagine the second where the CEO courage to face our authentic self and
work with these underwriters on other reacts to crisis with a total lack of aware- make the commitment to protect and
client accounts, he has jeopardized my ness of his or her own personal value care for that authentic self. The big, fun-
credibility with them. It could put our system. The CEO’s behavior appears er- damental question is, “Am I worth the
other clients unacceptably at risk with ratic and inconsistent. Subordinates will effort?”
these underwriters.” most likely misunderstand the CEO’s
intentions. Often, the culture becomes Coaching Joan
“Forget it!” Dick exclaimed. “All of our one of confusion and fear as rumors and I was in private practice for 13 years
underwriters know that he’s a jerk! Don’t mixed signals fly throughout the envi- when I was asked to coach a client com-
worry about them!” ronment. In a fear-based culture, cre- pany’s director of management infor-
ativity is the first casualty as the organi- mation systems (MIS). The division vice
I believed in requiring the client to hon- zation’s members become increasingly president described Joan (not her real
estly represent his business operations. risk-adverse. name) as quiet and competent. “Her
Our business was based on integrity and problem is that she shuts up in meet-
trust. Underwriters had to trust that our Consider for a moment what kinds of ings with other senior executives at the
representation of a client was accurate employees each firm will recruit. How very time that I need her opinion!”
before they would offer competitive in- will decisions be made? Who will make
surance protection. Without that trust, them? How will meetings be run? How When Joan and I met for our initial in-
we had very little to offer anyone. will new ideas be received? How will terview, I asked her how she felt about
customers be treated? What will the our working together. I also asked her
Leadership Implications quality of life in the workplace be? Will what she expected and what she wanted
In small groups, families, teams, large initiative be recognized or chastised? to happen as a result of our working
groups, or huge multinational organi- Will good results be rewarded? How together. “I want to be vice president
zations, values are always used as a basis will failure be handled? How will per- of MIS when we acquire ABC (not the
for the group’s operation. The question formance be measured? What will be real name) company,” she said with-
is whose values. From leadership style, the effects on morale? What will be the out any hesitation. “Why?” I asked.

14 P M : J U LY - A U G U S T 2 0 01
“Because that’s my next career step,” ues. For example, I am honest (quality)
she shot back. because I value personal integrity; I en-
gage with people (quality) because I
“I may ask you to do some homework value their diverse viewpoints. Our val-
assignments that may push you out of ues are not only those elements of our
your comfort zone. You always have the makeup that please us; they drive our
right to refuse, and that is OK. Our work qualities that others see.
is strictly confidential and will be dis-
cussed with no one unless you are pre- As part of her homework assignment,
sent and give me your permission. Is that Joan listed her most important personal
all right with you?” “Absolutely!” she said. values. Joan then asked her husband to
“After all, this is an opportunity for me.” create a similar list of her most impor-
tant values based upon his observations of
We agreed to a regular meeting sched- her within their relationship. She then
ule. Before leaving, I gave her a home- asked two subordinate managers to cre-
work assignment. The assignment was ate similar lists of her values based upon
to identify her primary personal val- their observations and perceptions.
ues.
Joan was quite excited when we met
Joan had an immediate reaction to the again. Her list was very close to the list
assignment. “What if my values turn out her husband had written. Interestingly,
to be in conflict with my work?” My re- it varied significantly from the lists she
sponse was simple: “If they are, would gathered from two subordinates who re-
you rather not know? If you would rather ported directly to her. Most interestingly,
not find out now, when would you like she felt totally “in sync” with her list and
to find out?” A slow smile crept over the list from her husband. Conversely,
Joan’s face. “I get your point.”
I have rarely found she felt detached from the list given to
her by those reporting directly to her.
Joan’s concern was understandable.
situations where
What if I clarify my values only to find “How do you account for the lists from
out that I have been living a lie? Who do
people were fired those who report directly to you being
I hold responsible? How do I regain lost so different?” I asked. “That’s easy,” she
time? Perhaps I really don’t know my-
because they were said. “I’m not really me when I come to
self! What if I discover that I have been work.”
in emotional pain and successfully
technically
“numbing out” for many years (very We began the search for ways in which
common for people working in jobs they
incompetent. I Joan could fully come to work. Once Joan
hate)? Am I worthy of self-care? clearly identified her values, we began
have, however, to look at what blocked her honoring
Of course, the reverse is also something them through her actions. Within a few
to consider. What if I gain control of the
found many coaching sessions, Joan shared that she
quality of my life? What if I discover that had always wanted to start her own busi-
I’d rather be making my living doing
situations where ness in dog products. “Not exactly re-
something very different and loving it! tail — more virtual,” she said. She real-
What if I became a better parent (part-
they were ized that her MIS background coupled
ner, boss, friend, or lover)? What if I find with a financial settlement she had re-
out that I am worthy of my own love and
terminated because ceived from the company for some stock
acceptance? options she had exercised, technically
their value system and financially positioned her to begin
By tackling this assignment and dealing her effort.
with these questions, Joan demonstrated
clashed head-on
considerable courage. However, clarifying her values also re-
with that of their vealed her low tolerance for risktaking.
Determining Our Personal Values Certainly, beginning a start-up virtual
Values and qualities are not the same.
supervisor or board business involved some risk. She devel-
Values are who you are. Qualities are oped a plan for staying at her current
what you do in order to honor your val-
of directors. organization but in a different capacity.

P M : J U LY - A U G U S T 2 0 01 15
She found real satisfaction in project intend to or not is immaterial. Our val- ily. They live healthier lives. They are
management rather than executive man- ues drive our decisions, our behaviors, comfortable with themselves. They treat
agement and offered to leave her current and filter our view of the world around themselves (and others) with TLC — ten-
position and create a new position as us. der loving care. They suffer less stress.
the MIS research and development func-
tion for her company. In this capacity, Seeking clarity on our personal values And who among us couldn’t benefit from
she would lead small teams in their allows us the opportunity to make the a little less stress?
search for high-tech solutions to the com- best choices for ourselves. Remaining ig-
pany’s many challenges. This fit perfectly norant of them leaves our best choices Editor’s Note: The author welcomes
into the strategic planning of the divi- to be made by others. questions or comments on this article.
sion vice president. Contact him at Robert.Rue@hanscom.
For leaders, understanding their per- af.mil.
A year later, the “complete” or authentic sonal values gives them a great range of
Joan is coming to work every day. She choices to make in shaping their orga- R E F E R E N C E S
has helped her company recapture the nizational culture, whether that organi- 1. Smith, H., “Reality-Based Model,” U.S.
technological capability it so desperately zation is a family, scout troop, sports Air Force Electronic Systems Center pre-
needed. Dog lovers are discovering her team, or major corporation. Our values sentation, April 2000.
new Web site, while she busily explores follow us more closely than our shadow. 2. Schein, E., Organizational Culture and
the entrepreneurial world. Her relation- Our values are our very core. Leadership, Jossey-Bass Publishers, San
ships with her co-workers have never Francisco, Calif., 1992.
been better, and she is more relaxed at Leaders who exercise their personal val-
work and at home. ues set a clear example. They are aware B I B L I O G R A P H Y
of why they make the decisions they Argyris, C. and D. A. Schön, Organiza-
Discover Your Own Values make. They have an internal guiding bea- tional Learning II. Addison Wesley,
Considerable personal power is available con when they have to make tough Reading, Mass., 1996.
to each of us when we discover our val- choices. They understand the range of Block, P., Stewardship: Choosing Service
ues, adjust them to make sure they are acceptable choices available to them. They Over Self-Interest, Berrett-Koehler Pub-
balanced and healthy, and create ways judge others less harshly, while inspir- lishers Inc., San Francisco, Calif., 1993.
to honor them through action. Of inter- ing higher performance. They tend to Schein, E., The Corporate Culture Survival
est to me is the fact that we already op- find great satisfaction in their work. They Guide, Jossey-Bass Publishers, San
erate from our values base. Whether we tend to form relationships of trust read- Francisco, Calif., 1999.

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