Working with values
I have always been a values-driven person. During my early years, I wanted to make a difference and help people become happier and more satisfied. As a result, I went down the path of people management. Although I found I had a gift of business acumen and creating successful teams, it was the people underneath who inspired me and where my focus lay. Working with values was a key motivator for me.
I also remember a time when my intrinsic values were challenged. A lady with who I was assigned to deliver a project had somewhat different values to me. At that time, I believed in equal opportunities for all. I believed that fairness, openness and transparency were paramount. I realised the potential to indirectly discriminate, also about the power of our minds to discriminate on appearances subconsciously. I believed in being honest, doing the right thing and respecting everyone.
Naively, at that time, I thought everyone shared my enthusiasm for working with values. I was mistaken. The project manager leading a programme I had been appointed to work on was very different from me. Working alongside this person, I recalled a story my friend had told me about a boy at her son’s school. When caught cheating by copying some exam questions from another, his response was, “It’s not cheating. It’s simply getting the answers by an easier route” Or words to that effect. We laughed at his audacity. But in my naivety, I didn’t think this expedient approach would appear in the world of work. Again I was mistaken.
I discovered the project manager was tough, ruthless, and had the same principles as the boy at school. Her philosophy was that the end justified the means. That you sometimes had to make tough decisions which overrode any values you might have cherished upon the way. Your eye had to be on the result, and all that mattered was the result. What’s more, I found that senior managers and people of influence bowed down, respected and encouraged this approach. Working with values was not a priority.
Doubting the worth of values
You might think that my own values were soft and unrealistic in what can be a ruthless world. As I encountered this stark contrast to my own way of working with values, I spent 6 torturous months re-evaluating my approach. I had to figure out what this new information meant. It was a steep but necessary learning curve for me. I began to doubt my own values and began to feel ineffective in the wake of someone who steamrollered over all my suggestions about how things should be done.
This period of self-doubt and discomfort is often a necessary stage of learning and growth and one which I had often sidestepped. After all, it’s much easier to make the other person wrong rather than admit you might well be.
What I learned in this time was this:
- Examining others values and incorporating their philosophy into your own values can actually help you grow. I am glad I accepted the values I was being faced with; I learned a lot about myself and others through this process. I would urge you to look at this in this light.
- I always had a bottom line: For example, I would sometimes respect the boundaries between my employee’s personal life and work collide. This could occur particularly during stressful life events, and the business could only bend so far to accommodate. We had a business to run. I learned other people had a much shorter bottom line.
- Organisational values and ideals could and would erode when faced with a crisis or major change. Senior managers could and would often support the erosion of working with values at this time. This can arise quite often when faced with a financial crisis or a battle for survival.
- I realised that I could respect other people’s values even when they weren’t my own. I might disagree with them, but there were occasions when I had no choice but to accept them.
Being clear about prioritising your values
Even in times of crisis or change, your values don’t need actually to change. Indeed to maintain the credibility and trust of your customers and employees, this is the time you need to demonstrate your commitment to fundamental values even more strongly. You must also be diligent and articulate your bottom line. So, for example, you might have a policy around family-friendly policies, but if your business is on the verge of bankruptcy, you might have to review these and ask people to do more.
The lady in question wasn’t a cheat. She just valued outcomes more, and the way people came along with the change came second. It wasn’t that she was dishonest; she didn’t value the input of others because it would slow the process down. She got the job done, but she didn’t make many friends on the way. Did it make financial sense? Yes, in the short term. Did it earn the respect of the employees affected? No, not in the long or short term.
A commitment to working with values
In the process of my learning, did I change my values? A big resounding no. I realised that a values-driven approach could be seen as slow and soft. I learned that having a commitment to values with a clear and transparent bottom line is essential to gaining credibility and commitment.
I don’t dismiss other people’s values because they are not the same as mine. I consider them in the context they are being applied. If I am working with people whose values don’t coincide with mine, I try to put myself in their shoes. If I am standing in their shoes and still feel so uncomfortable, I can’t walk. I walk away, in my own shoes, with my own values intact.
What do you think? Are you able to respect others values when yours are in question? Do you think employers must maintain their values even in times of great change? How important is it to have a value-driven philosophy?
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