Getting clear on your personal values can be an incredible tool to help you show up for your team in the way that you want to.
But defining your values is just the start. In this second part of our two part series on all things personal values, we’ll be exploring different ways to bring your values to life through your leadership.
If you haven’t already read part one, our piece on defining your values, we suggest you start there and come back to this article when you’re ready.
Ready? Let’s go.
Embracing your values begins with an honest assessment of how you’re currently leading - taking the time to dissect your actions, your attitude and any behaviour patterns that you’re repeating.
Set aside some self-reflection time to consider some or all the following questions, prioritising those you’re most drawn to. There is likely to be some overlap between your answers:
Once you’ve answered the above questions, pin down 2-3 concrete actions you can take in the next week that are in alignment with your values.
It’s important that these actions hold meaning for you and feel genuinely achievable.
Leading with your values should feel quite intuitive if you’ve settled on some principles that hold meaning for you, but when you’re still trying your values on for size, deliberate, consistent action is needed.
It’s important to remember that whilst we judge ourselves by our intentions, others can only judge us by our behaviour - after all, that’s all they have to go on.
A self-reflective practice like journaling or simply taking a walk with yourself at the end of the week can have a powerful impact on your ability to lead with your values. Again, some simple questions like the following can lead to some genuine ‘ah-ha’ moments:
When you’re ready to, start sharing your values. Doing this can feel quite vulnerable, but ultimately, it will help those around you get to know you on a deeper level. To start, make sure you choose someone you trust to build your confidence - this could be a friend, a family member, your direct manager or your team members.
By letting the people closest to you see this side of you, you are creating an opportunity for ongoing feedback, for reciprocity and ultimately, making yourself accountable for showing up in a way that is consistent with your values. Over time, it’s likely that you’ll feel more comfortable sharing your values to help people get to know you.
There is always a gap between how we see ourselves and how we’re seen by the others around us. Feedback is one of the only real ways we have to narrow that gap. Sharing your values can be a great springboard to some powerful feedback conversations. Ask people that work closely with you for concrete examples of where they’ve seen you act in alignment with your values - and give them permission to flag any instances where you didn’t demonstrate them.
It’s important to remember that when we’re asking for feedback - especially when it’s feedback about things that matter to us deeply - our brain's defences can really kick in and kick our butt when we hear things we don’t like. Make sure you ask for feedback when you feel genuinely ready to receive it. If you feel yourself becoming upset or losing focus on what’s actually being said, thank the feedback giver and ask for some time to reflect, then return to the conversation when you feel ready.
Living your values is a continuous process, involving a hefty dose of self-reflection and an even bigger commitment to action. However, doing this work is a surefire way to build your manager brand and increase your sense of purpose and satisfaction - at work and beyond.
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