In the book, “Giving Voice to Values, How to Speak Your Mind When You Know What's Right”, the author, Mary C. Gentile writes, "One of the most powerful lenses through which to view values in the workplace - and one of the most powerful sources of the strength and confidence to act on those values - is the lens of self-knowledge.”
Knowledge of oneself allows the crafting and embracing of a desired self-image.
Managers at all levels in their businesses report that a significant enabler of values-based action is the clarity, commitment and courage that is born of acting from our true centre, finding alignment between who we already are and what we say and do. There are many ways to align your unique strengths and style with your values. If you view yourself as a 'pragmatist,' for example, find a way to see voicing your values as pragmatic."
We are all driven by intangibles. Being clear on the intangible elements of one's identity can build a strong foundation for greater self-awareness, purpose, well-being and building competencies in those areas that are important to you. Let’s define the intangible elements:
•Assumptions/beliefs: A reality map formed through your collective reinforced experience. This would be a manifesto of the mental models you use and believe in to create your work and personal lives.
•Values/Aspirations: An attitude or world-view depicted by one word or one single concept observed through one's behaviour. Values often influence people's choices about where to invest their energies. Please recognise that values change over time. Being "fair" means something different for a person at 44 than at 4 years old.
•Vision: A word picture of the future leading from now through near to far reality. You energise people to support your purpose with an overarching description of what you see.
•Guiding Principles: A universal operating standard that guides decision-making both personally and organisationally. Use guiding principles to align, create trust and walk the talk by putting everybody on the same playing field. Energy isn’t wasted in the politics of the team, organisation or, community because there aren't different rules for everybody.
The Giving Voice to Values book is based on the assumption that most of us want to bring our "whole selves" to the workplace, and to act in accordance with our deepest values and commitments. Yet research and experience tell us that we will frequently encounter values conflicts in our careers, when our values and purpose - the way we want to live and work - seem unaligned with the expectations of the corporate culture memes displayed by bosses, clients, peers or the wider organisation. As it has been said for many years, "The proof of the pudding is in the eating."
Source: Giving Voice to Values: How to Speak Your Mind When You Know What's Right, Mary C. Gentile, 2012
