If asked whether you are values driven, would you say no? I doubt it. But what does being values driven really mean, and how do you put your intentions into practice?

In today’s strife filled world consistently demonstrating values generates trust and loyalty from colleagues, service users, funders, partners etc. Being values driven is about more than creating the “feels”. It can hugely improve your ability to achieve your mission.

Define your values
Many of us have done superficial values identification exercises, but these rarely go beyond creating a list of nice sounding words.

Your values only become apparent when tested.
For example:
• Have you stayed silent when witnessing microaggressions?
• Have you avoided addressing poor behaviour, even when you can see the impact on others?

If your espoused values and your behaviours are misaligned, it just means you have a choice. Redefine your values to more closely align with your behaviours or work out practical ways to better live your values in future.

Plan for situations when your values will be tested
One way to better live your values is to identify in advance situations where your values are likely to be tested.

Are you about to downsize your organisation? Do you see persistent poor performance or behaviour? Are you about to make an unpopular decision? Are you navigating tensions between you and your board?

Pick one or more situations you are about to face and map your values against them.
• How do you need to show up?
• What do you need to say (or not say)?
• What actions will you take?
• What behaviours would others need to see to know what your values are?

Map personal values against organisational values
When developing a new strategy, many leaders use the opportunity to redefine their organisation’s values. People get enthusiastic about choosing words that resonate with them.

However, many people fail to think deeply enough about their organisation’s mission and goals and what values are needed to drive success. People assume their personal values are synonymous with what organisational values should be. This is just not true.

If there is a misalignment between personal and organisational values, you have a choice: compromise or leave. It’s the reality many leaders have faced, me included, particularly earlier in my leadership career.

Get into the nitty gritty
Many organisations translate organisational values into behaviour frameworks and sometimes embedded these into things like performance review processes. Great. However, for most leaders and organisations, that’s where it ends.

To really live organisational values, they need to permeate every aspect of your organisation. For example:
• How are you embedding values into your HR systems and policies?
• How are people supported and held to account for living your values?
• How do values shape interactions with service users and customers?
• How are you supporting managers so they can enable their teams to live organisational values?
• How are you measuring the degree to which your values are being implemented?

Having the agency to live our values is a privilege. It’s also an opportunity.

This piece was first published in the Winter 2025 issue of Charity Times, and can be read here

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