Creating a Values Statement

Lao Tzu

Lao Tzu, depicted as a Taoist god.

Just knowing our personal values alone will not make us successful. We have to live our values and we do that by using them to guide our choices and our behavior. The problem is that if we do not constantly remind ourselves of them, we will inevitably forget them and they will fall into disuse. To avoid this, we should publish our values, even if it is only to ourselves. We do this by writing and perhaps illustrating our personal Values Statement.

Our values can be expressed in different ways. What is important is that we express them in a way that motivates us to honor them and that we publish them in a way that ensures we are constantly reminded of them.

The first choice we must make is whether to write one sentence or paragraph that incorporates all our values; e.g. I live my life with integrity, humor, and enlightenment, and continually strive to be of service to those in need whilst maintaining a healthy lifestyle. The problem with this approach is that we lose the meaning and importance of each values and are unable to express how we will go about honoring our values. That is not to say that this approach is wrong, but it is too brief to capture the fullness of the values is expresses. The other alternative is to write a sentence or two for each value. I will expand on this approach in this article.

One way of stating our values is by means of affirmations. There are six rules to writing value affirmations:

  1. Value affirmations are written using positive language, e.g. “I live a healthy life by eating healthily, exercising regularly and resting my body so that I have the energy and endurance to achieve my goals” instead of “I don’t eat junk food, go a day without exercise, or overwork myself”. We do not want to be repeating phrases like “junk food”, “without exercise” or “overwork myself” because if that is what our brain hears, it will play them back to us and tempt us into doing these things. Instead, we want to cultivate a positive mental image so that our brain gives us encouraging messages.
  2. Value affirmations are written in the first person – using “I”. The example above does not read “We live a healthy life…” or “People live healthy lives…”. By bringing ourselves into the affirmation we draw our attention to our behavior, which is far more powerful than referring to people generally.
  3. Value affirmations are written in the present tense. The example above does not read “I will live a healthy life…”. Telling our mind that we are already doing something is far more powerful than positioning it as something we may do at some unspecified future date.
  4. Value affirmations include the value itself. In the example above the value is Healthy Life.
  5. Value affirmations include what we will do to honor the value. The example above refers to eating healthily, exercising regularly and resting my body.
  6. Value affirmations state why the value is important. The example above states that a Healthy Life is important because it gives me the energy and endurance to achieve my goals.

Here are some templates to use when writing values statements. Use one template for each of your top five values.

  • I am (insert value, e.g. living a healthy life) by (insert what you are doing, e.g. eating healthy) so that (insert why it’s important, e.g. I have endurance).
  • To live each day with (insert value, e.g. health) so that (insert why, e.g. I have endurance) I am (insert what, e.g. eating healthily).
  • I value (insert value, e.g. a healthy life) because (insert why, e.g. I have endurance). Accordingly, I am (insert what, e.g. eating healthily).
Soldier running in water

Healthy Life

Having written up our values statements it helps to illustrate them with images that convey what each value means to us. Our minds think in pictures, and as the saying goes, a picture is worth a thousand words. These statements are for our own private use, so we should be honest and candid, and we should not worry too much about our lack of creativity in illustrating them.

For some people, completing a values statement can be quite daunting because they suddenly realize that they are not even close to honoring the value in question. Do not be discouraged. Living a fulfilling and resonant life is a journey and as the Taoist philosopher Lao Tsu said, “A journey of a thousand miles begins with a single step.” The important thing is to begin.

If you are feeling brave, share with us one of your values statements and how you illustrated the value.

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Identifying and Clarifying Values

Stephen Covey

Stephen Covey

Personal leadership is the process of keeping your vision and values before you and aligning your life to be congruent with them. (Stephen Covey)

So far in this series about values, we have covered:

In this article I explain how to go about identifying or eliciting and clarifying personal values.

Whitworth, Kimsey-House and Sandahl (Whitworth, Kimsey-House, Kimsey-House, & Sandahl, 2007) recommend identifying one’s values by exploring our life experience. When we are presented with a list of values to choose from, we tend to “go shopping” for the most popular or desirable values and exclude those values that we believe society does not admire, like personal power and recognition. In this post I will share with you two methods that I use to elicit clients’ values.

The first method involves exploring a client’s life experience through a structured set of conversations. I have listed the topics for some of these conversations below. The client’s initial responses to these topics do not always lead directly to their values, so exploring their answers at a deeper level is necessary. By “deeper” I do not mean “more detailed.” The answers a coach is looking for do not lie in the detail of their client’s stories. To surface values it is necessary to explore the client’s responses to situations, their thoughts, feelings, emotions and psychological drivers. The topics listed below are simply catalysts for the ensuing and necessary conversations.

  • Peak moments in the client’s life
  • Low moments in the client’s life
  • The things the client feels they must have in their lives (beyond physical things)
  • Behaviors the client cannot tolerate
  • The client’s obsessive behaviors and desires
  • What the clients would do if they won a lot of money
  • What is missing in the client’s life or what would make their life more fulfilling
  • The client’s relationship with a higher power, or lack thereof
  • What the client is most proud of
  • What the client is most disappointed about
  • The compliment the client receives most often
  • Words that describe the client at their best
  • Words that describe the client when they are at less than their best

The other method I use involves visualizations focused on specific perspectives or lenses on a client’s life. I have the client select five different contexts, one of which must be a their present work situation, the second must be a desired work situation, and the other three must be enjoyable or favorite activities. Using placeholders spread out on the floor, I have them move through these different contexts in order to identify with and experience their state in each context. Whilst in each state I facilitate a conversation about their experiences in that state, again deepening the conversation to identify their values. I use theses contexts and the states that they create for the client in a number of ways to create multiple perspectives. For example, they talk to their experience of being in a context, but they also speak to their experience of seeing other states from a current state.

Only once we have completed these two exercises do I offer them a list of values from which they may pick any we have not yet identified. The three approaches combined usually generate a list comprising dozens of values, many of which are related or similar. However, having a list made up of dozens of values is too wieldy to be practical, so we need shorten it. I feel that five values is a practical number with which to work and to base our choices on. That is not to say that the others are invalid or discarded. The objective is to identify the client’s five most important values.

We go about reducing the long list of values by clustering similar words, which usually necessitates further conversations about the meaning of some of the words and the similarities and differences between them. Once we have clustered the words, we select the five most important clusters and name them. What is important in naming the clusters is that the names (often phrases) are meaningful to the client. This exercise is not about language or grammar. Once we have five clusters of values named to the client’s satisfaction, we move on to clarifying the five values.

During the process of eliminating non-core values we look for self-centered values like “self respect” or “recognition” because they can drive us into making arrogant choices and developing utilitarian relationships with others. Stephen Covey (Covey, 1999) suggests that we develop core values that are more holistic and anchored in the fundamental realities of nature and healthy social relationships (in his terms, “the law of the farm”). Following Clemmer’s advice (Clemmer, 1995) we also want to get to the core value, in other words an end value, not a value that is a means to some other end. For example, wealth is seldom a value in itself. It is usually the means to status, power, security, recognition, freedom, accomplishment, pleasure, helping others, or some other end value.

Clarifying values involves a conversation about each of the top five values aimed at defining the value in the client’s words so that they know what it means to honor or dishonor the value. Then we explore ways in which the values are showing up in the client’s life. We do this by discussing how each value serves them, how they are honoring the value, what gets in the way of them honoring it, and what the cost to them is of not honoring the value. We explore which values they sometimes neglect and why, and which values they will not compromise. We also rank rank the values – see Values Dilemmas for an explanation of why this is important. Lastly, we calibrate each value so that we can track progress towards more fully honoring the value.

Most authors on the topic of values agree that identifying and clarifying values can take several months of work. This is because we are trying to identify those deep seated values that drive us, rather than the external “I should” values that have been ingrained in us. As Clemmer puts it, a lifetime of conditioning by our parents, teachers, religious leaders, friends, bosses, colleagues, and culture have left us honoring other peoples’ value systems rather than our own. Eliciting and clarifying our values is about changing that. It is about us taking charge of our lives so that we can make resonant and fulfilling choices rather than following in the shadows of other people.

Share with us some of the values you are honoring because you “should” rather than because you really want to, and how you plan to go about changing that.

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Sources:
Clemmer, J. (1995). Pathways to performance: a guide to transforming yourself, your team, and your organization. Macmillan Canada,[2004].
Covey, S. R. (1999). First Things First. Simon & Schuster.
Whitworth, L., Kimsey-House, K., Kimsey-House, H., & Sandahl, P. (2007). Co-Active Coaching: New Skills for Coaching People Toward Success in Work and, Life. Nicholas Brealey Publishing.
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Values Dilemmas

Statue of Confucius on Chongming Island in Sha...

Statue of Confucius on Chongming Island in Shanghai

Each of us has a set of values called a Values Complex. They are important at both a personal and organizational level. They evolve over time are part of being human and play a key role in our lives. They are unlike morals and ethics in so far as we can prioritize them and although often compatible, they can be in conflict from time to time. Thus they have a hierarchical relationship.

Although each of us has a set of core values that we rarely subordinate to others, sometimes we cannot simultaneously act in accord with two of our values and this presents us with a dilemma. This is why it is important for us to prioritize our values in an objective setting, and a competent coach will help you do that.

Our values may also change under stress because, being in a state of arousal, our brain chemistry changes. The result is that we act uncharacteristically. The problem is that, once we return to our normal state and our normal values come back into play, we have to reconcile the choices we made.

We all have a fundamental value of self-preservation and when confronted with perceived danger we switch into fight or flight mode and may unthinkingly become aggressive. Whilst our values under normal circumstances may prevent us from hurting other people, our fear may drive us to inflict physical or psychological harm. Fear and anger are not the only emotions that may affect us in this way. Emotions are powerful drivers of behavior and emotions like sexual urges, jealousy, and greed can also drive us to dishonor our values.

We may also find ourselves confronted with a dilemma where a single value will be dishonored no matter what we do. If the life of a loved one is threatened we may be faced with the choice of allowing their life to be taken or taking the aggressor’s life. Which would you choose? Whilst you may value human life, one way or another someone will inevitably lose their life as a result of the choice you make in that moment. You may have to take a life to preserve a life.

After making an uncharacteristic choice and taking action, we eventually calm down and return to our normal state. Now the guilt kicks in and we experience dissonance because we dishonored our values. ChangingMinds.org states that we have two choices for resolving this dissonance:

  • Regret and reparation: One thing that can happen when we are faced with having broken our normal values is to feel regret and shame. We thus seek to repair the damage we have caused and to atone for our sins. Reparation will typically include apology and possibly other compensatory actions.
  • Justification and explanation: A problem with reparation is that, in seeking to repair our esteem, we may also end up damaging it by placing ourselves lower than others and opening ourselves to further demands for apology. We thus seek ways of explaining and justifying what we have done, and we can do this by objectifying the other person, casting them as deserving the punishment we meted out.

It’s a case of, when I break my values I feel shame and guilt, but when I maintain my values even when tempted to break them, I feel pride!

Share with us your experiences with values being in conflict.

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Values in Action

Judgement

Image by Donna L. Faber via Flickr

In earlier posts I’ve explored what values are, where they originate from, why they are important both at a personal level and in the organizational context, and described how and why they change over time. I have also explained the difference between values, morals and ethics. In this post I will describe how values show up in our lives.

Values help us make decisions by choosing between alternatives with intent. They help us choose between what is important to us and what is not. When we honor our values — live by them — we feel good. Some people give to the beggar on the street; some do not. If you are a giver and it is aligned with one of your values, you feel good when you give. If giving to the beggar does not align with your values but you feel obliged to give, you will not feel the same sense of fulfillment. You may even feel irritated. Heroes often give life to their values when they act heroically, and people often admire those who stick to their values even in the face of adversity.

Values, if we are unaware of them or how to use them appropriately, can also get in the way of building relationships. We use our values when we judge other people or situations, usually reaching the conclusion that they are good or bad, or right or wrong. This unhealthy, albeit favorite pastime of our species, which is often based in our own broken self-esteem, can lead unnecessarily and infelicitously to the breakdown of relationships.

On the positive side, but again subject to awareness, we can — indeed should — select out goals based on our values. The influential American psychologist Carl Rogers (Rogers, 1964) describes how we should select goals based on our inner nature and purpose, a process that includes the following principles:

  • Authenticity: Getting away from defensive superficiality and being oneself
  • Autonomy: Moving away from what you ‘should’ do and making your own decisions
  • Internal locus of evaluation: Judgement based on one’s own view, rather than seeking the approval of others
  • Unconditional positive self-regard: Judging and accepting yourself as valuable and worthwhile, including all thoughts and emotional reactions
  • Process living: Recognising that we are in a constant state of becoming and never reach a final end point
  • Relatedness: Seeking close and deep relationships where you can truly appreciate and understand other people
  • Openness to inner and outer experience: Being able to perceive and accept how others and oneself behaves and feels

Rogers suggests that if we continue this process over time we will become more closely aligned with our natural values, and in doing so, will become more relaxed and at ease with our lives.

Share with us how you have used your values to set goals, make choices with intention, or perhaps where you have judged or been judged by others.

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Rogers, C. R. (1964). Toward a modern approach to values: The valuing process in the mature person. The Journal of Abnormal and Social Psychology, 68(2), 160.

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Where do our Values Originate From?

Evolution by Stupidiotic

Image by congvo via Flickr

Values evolved as we did. They are a part of who we are as a species. Being a gregarious and cooperative species, humans have always lived, hunted, and gathered in groups and values have proved useful to the cohesion and functioning of the group. Every person and every group has a set of values even though they might be quite different from one another. As ChangingMinds.org points out, the rules of street gangs may be harmful to others, but within the gang they are vital, and heaven help anyone who transgresses them.

Whilst the need for, and the ability to select and adopt values is inherently human, we are not born with a specific set of values. We take them on as we grow up. We source them from our parents, teachers, friends, culture, religion and national identity among others. We pick them up by watching television, surfing the internet and reading the newspapers.

Unless we are aware of the concept of values and make a conscious effort to understand how they drive us, our values are often held at the unconscious level, and we are completely oblivious to them. Advertisers use this to their advantage. For example, they managed to convince millions of people across the globe that smoking was cool even though the advertisers knew that smoking was unhealthy. Many smokers wish they had never started, but their choice to start was — probably unconsciously — values based.

This is why good coaches do values work with their clients, helping them name the values that are important to them so that they can take more control of their lives by making conscious values-based decisions rather than falling victim to the unconscious norms of society.

Share with us some of your values and where they originate from.

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Values, Moral, Ethics: What’s the Difference?

End Apartheid !

If you have read my earlier posts you will now have an understanding of what values are, why they are important both at a personal level and in the organizational context, and you will have an appreciation of how and why they change over time, but how do they differ from morals and ethics?

Values inform our choices. They help us to know what is right or wrong for us or our group, and therefore guide what we should or should not do. Values can also be prioritized which is useful when we need to trade-off one for the other. Values are largely personal or group specific. In other words I can be judged by whether I honor my own values or not, but I cannot be judged by whether I honor someone else’s values. As Whitworth puts it, there is nothing inherently virtuous about our values, but they are the qualities of a life lived fully from the inside out (Whitworth, Kimsey-House, Kimsey-House, & Sandahl, 2007).

Morals have broader acceptance and enable us to judge others by a more widely subscribed set of standards. Morals tend to be imposed from the outside. For example, apartheid South Africa made it immoral to have sexual relations with people of another race, even though many South Africans did not subscribe to this view at a personal level. Whilst one can behave in either a moral or immoral way, there is no word for the opposite of honoring one’s values. For example, work-home balance might be a value and something that guides my choices about how much time and energy to commit to my work but it is not a moral standard. On the other hand, some forms or sexual behavior whilst considered to be immoral in certain societies may be perfectly acceptable in others.

Ethics tend to be systematic and are usually expressed as a formal set of rules to which a specific group (e.g. medical doctors) subscribe and which governs their behavior. Unlike morals, ethics are prescribed from inside. They are defined by the group for the group and have consensus support from within the group. Whilst a mixed couple in apartheid South Africa may have shrugged off the government’s view that they are immoral because they do not support the government’s view of morality, a doctor who has intimate relations with his patients cannot so easily shrug off accusations of being unethical.

Share your thoughts on the distinction between values, morals and ethics.

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Whitworth, L., Kimsey-House, K., Kimsey-House, H., & Sandahl, P. (2007). Co-Active Coaching: New Skills for Coaching People Toward Success in Work and, Life. Nicholas Brealey Publishing.

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So What are Values?

Values Voter Summit

Image by Gage Skidmore via Flickr

So far in this series of posts about values we have looked at why values are important, the way in which our values change over time, and the relevance of values in the corporate context. So what are values? What is the definition of values?

According to Dr Scott Williams, values are convictions about what we believe is important and desirable. This definition, in a coaching context, is too loose for my liking because it could be interpreted at the “having” level. In other words, one might believe that it is important and desirable to have a big house or a powerful job or a flashy car. Whilst these may be things you value, as a coach I would be looking for values at the “being” level — i.e. that define who you are and not what you own — or at the “doing” level — i.e. that define how you show up in the world. To this end, I prefer Milton Rokeach’s definition that values are enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable (Rokeach, 1973).

Rokeach’s definitions includes some important words. He posits that values are enduring, and although they may change over time, the change is slow and evolutionary as one grows, matures and becomes more self-aware. He also refers to beliefs, modes of conduct, and an end state of existence, all of which address the being and doing aspects of values. Rokeach concludes by pointing to values as both personal and social thereby creating the space for values in a corporate, group, team, family, culture, national context, or any other type of grouping.

ChangingMinds.org explains that personal values are those we take (implying conscious choice) for ourselves, and which constitute a critical part of us, and are apparent in our attitudes, beliefs, and actions. They assert that social values are those put forward by wider groups; e.g. equality, justice, liberty, freedom, and national pride. These social or shared values, whether among family members or company employees, provide the unwritten rules which allow us to trust one another and work together. If we share values then we can predict one another’s behaviors and thus feel safe and know what to do.

ChangingMinds.org separates out three other sets of values although these could be subsets of either personal or social values:

  • Political values — ideological beliefs about the best way to govern a country or organization, such as through welfare, democracy and civic responsibility
  • Economic values — values around money that may include beliefs around ownership of property and contributing to the common good
  • Religious values — spiritual in nature and including beliefs about how we should behave, including caring for one another and worshiping of our deity or deities

Rokeach identifies two varieties of values:

  • Terminal values — a person’s strongly desired end-states such as a comfortable life, freedom, or salvation
  • Instrumental values — convictions about a person’s desired characteristics or ways of behaving such as ambitious, forgiving, or polite

Instrumental values help us achieve our terminal values; e.g. ambition may be an instrumental value that helps one progress toward the terminal value of a comfortable life. In this way, instrumental values govern the way we go about attaining our goals.

As a society, and as individuals, our instrumental values are evolutionary in so far as they are most appropriate for the creation of a successful society. For example, dishonesty and selfishness are destructive societal values that would not serve the ongoing success and development of humans as a species.

ChangingMinds.org sums up the difference between instrumental and terminal values well by explaining that terminal values are the destination, whilst instrumental values control the journey there.

What are your instrumental values and how will they help you reach your terminal values?

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