Values continued…
In my last blog, I explored how the development of organizational values enhances resilience. If you haven’t read it yet, click here to catch up. Nearly a decade has passed since I began my journey into the study, growth, and intentional practice of leadership. Along the way, I've come to believe deeply in the critical importance of "Knowing Self" as a leadership competency—it’s truly worth the reflection and research a leader can dedicate to it.
In All It Takes is a Goal, Jon Acuff addresses the challenge of starting a life plan with the end in mind—a concept endorsed by leaders like Stephen Covey and Donald Miller. Acuff proposes an alternative: look back at the "best parts" of your life and use those moments to guide a plan rooted in what you know and can see. I applied a similar approach in defining my own values. Reflecting on the times when I felt most alive and impactful, I used those experiences as compass points to identify what truly mattered to me, avoiding the trap of purely aspirational values. For instance, while I admire and strive toward being faithful, I recognize that my curious, restless nature sometimes pulls me away from this ideal. Faithfulness is something I’m intentionally growing as a competency—especially as a husband, father, and leader—but it’s not yet a core value.
Through months of journaling on the question, "Who am I?" I eventually identified 10 core values I consistently live out, whether intentionally or not. Stress can sometimes cause me to fall short, but as my character develops, I find it happens less frequently.
As a leadership exercise, I recently shared these values during a training session. I wrote my personal values on one side of the whiteboard and those of my organization on the other. Then, I posed two questions to the young leaders in the room: "What kinds of operational or work friction might arise?" and "If you were my supervisor, how would you lead me to minimize this friction?"
My core values show deep creativity, and my staff values show strong execution.
The responses were insightful. They identified specific challenges I face in navigating organizational values, which emphasize high character and team execution, versus my natural inclination toward creativity and new projects. The class observed that encouraging me to explore, process, and gain deeper understanding in each task would yield my best work—even in routine tasks if approached with a research mindset.
Despite some differences in values, the group agreed that while I bring value to the team, my strengths lie in building and developing things that don’t yet exist. As such, my place in higher leadership should be limited—unless there’s an R&D-type need.
Earlier in my career, I equated advancement with success. Now, with experience and growth, I see success as doing meaningful work aligned with one’s gifts, passions, and values. This alignment brings joy, fulfillment, and impact far greater than any title or position could.
Leaders, how do your values align with your work?