December 2006
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December 2006: od180 eNews #11
A Year-End Reflection on Values
It is December and soon the last page of this year’s calendar will be discarded. For many of us, the passing of the year prompts reflection on what we have accomplished over the past twelve months. If it has been an especially fruitful year, our sentiments may be inclined toward gratitude for what has been and hope for what lies ahead. If this has not been one of our better years but rather one where the challenges we faced weighed us down more heavily than the victories we enjoyed could uplift us, then maybe we move into this time with unease, whether looking backward or forward. In either case, end-of-year reflections naturally tend to lead into new-year musings. What have we accomplished? And is what we accomplished important? In the same vein, what do we really want and expect to achieve in the year upcoming? And are our sights set on the right things? These, of course, are questions of mission (as well as strategy). Yet, as much as we often start conversations about our organizational life with a discussion of what our mission is, there really is a prior question: Why? Why are we inclined to do X and not Y? Underlying our sense of mission, I believe, is our sense of values. What we do derives, in part, from what we believe to be intrinsically or ultimately valuable. Scholars in the field of organizational behavior (OB) inform us that values are among behavior’s foundation-stones (attitudes, perceptions, and learning being others). Whether we intend for it to do so or not, our behavior tells the world what truly matters to us. It should come as no surprise, then, to note that differences in values are also among the basic sources of conflict within organizations. When we value different things – especially contrasting or even opposing things – questions of what we are going to do and how we are going to do it are never going to be settled with any degree of lasting satisfaction. Yet, just as much and more, they can be what brings a group together. They can motivate donors, inspire volunteers, and guide staff and board members. They can be what gives meaning to what we do and a deep, abiding satisfaction that we have done the right thing. So, if we seek to get clear on what we want to accomplish, it is worth first getting clear on what we value. Back in 1973, in a book entitled The Nature of Human Values, scholar Milton Rokeach provided a very useful tool for just this purpose. Known as the Rokeach Value Survey, it is a list of values divided into two sets, terminal and instrumental. (See the accompanying chart.) Happiness, for instance, is a terminal value. It is an end state we strive to attain. In contrast, being cheerful is an instrumental value, a mode of behavior that is a means toward that end. Most nonprofit organizations today are accustomed to defining and reflecting on their work by way of adopting a Mission Statement and then evaluating their activity with it. Many also have Vision Statements describing the nature of where they want to go by doing what they do. Fewer, in my experience, have taken the time to develop Values Statements, asking and answering the even more fundamental question of why what they do matters. Yet, until we do, our vulnerability to unproductive conflict is increased and our ability to motivate persuasively and guide effectively is diminished. What is it that you desire in 2007? A more involved board? A clearer sense of direction? Reduced staff turnover? These may all be appropriate for the wish list… but before you build the new and improved organization in your mind’s eye, I encourage you to examine the foundation first. Take time to ask yourself what values lay underneath and your value as a leader will be much enhanced.
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This Month's Recommended Resource
Thomas Wolf has received considerable deserved praise for his excellent book, Managing a Nonprofit Organization in the Twenty-First Century. If you have time to read just one book about nonprofit management in the new year, this is the one. In a concise yet illuminating way, Wolf covers the whole range of nonprofit organizational life from boards through fiscal procedures and financial statements to sustainability and leadership. If you are resolving to learn more about the managerial aspect of your work, this is a great place to start. Keep those cards and letters coming in… (or would like to suggest a topic for a future edition), please write to him at: davidnorgard@od180.com or call him at (310) 498-2584. He has a real address too: Pass this article on to a friend or colleague... If you know someone who is contemplating or currently going through organizational changes and who might benefit from this letter, please forward it. Your referrals please... od180 welcomes and appreciates your referrals. If you know non-profit leaders who might welcome assistance with any of the following, please let them know about od180. Provide us contact information and we will be happy to respond.
Mission & Values Clarification
Strategic Planning
Board Training
Membership Growth & Retention Plans
Marketing & Communication Plans
Fundraising Campaigns
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