I had just finished a three day leadership seminar with about 40 clients in Chicago that included a section on values and the critical need to consistently practice our values with real integrity. Now 4 clients and I spilled out the door to the curbside to await our transportation to Chicago's O Hare (O Hairy!) airport. Another man soon came out the door, standing nearby, and immediately began berating the taxi dispatcher for not having "his" taxi there waiting for him as soon as he came outside. His tone, volume, and words were very damaging to say the least. I felt compassion for the dispatcher. Within a few minutes the limo pulled up, and all six of us climbed in, the four clients, the angry stuffed shirt, and myself.

Once in I asked the man what his business was and what company he worked for. He responded with pride that he was a consultant and worked for (name), a top five US firm. I then asked if his firm had defined a set of values for the organization. "Oh yes", he said, "we have five values!" I pressed, "do any of the values suggest that people matter?" I did notice at this point that the four clients had these strange smiles on their faces; they could smell the kill that was about to happen. "Yes, indeed", the man said, "in fact, our top value is people matter." I questioned, "do all people matter?" "Yes", he retorted. "Everyone!" I asked, "even limo dispatchers?" The man turned red and responded, "not limo dispatchers!" The rest of the drive to O Hare was pretty quiet. Yet I know that my clients and I were fortunate to get a real life lesson on the priority of actually putting real legs on our values.

Jim Collins, author of "Built to Last", states that true values are "the organization's essential and enduring tenets--a small set of timeless guiding principles that require no exernal justification; they have intrinsic value and importance to those inside the organization." Ralph Larson, CEO of Johnson and Johnson, states "the core values embodied in our Credo might become a competive advantage, but that is not why we have them. We have them because they define for us what we stand for, and we would hold them even if they became a competitive disadvantage in certain situations."

Questions: what are your company's values? When was the last time a significant decision was made based on a value? When was the last time senior leadership stepped up to an employee to challenge a value violation? Are the values embedded in the culture, the real practice of your company? Do you have any team members harrassing limo dispatchers at hotel curbsides or trashing a cherished value in the presence of key stakeholders?  Finally, and most important, how well are you living out and embodying your core values?

Happy New Year!

Resolution: a written motion adopted by a deliberative body.  New Year's Resolutions: a commitment that an individual makes to a project or the reforming of a habit, often a lifestyle change that is generally interpreted as advantageous.

Success rate:  Recent research shows that while 52% of participants in a resolution study were confident of success with their goals, only 12% actually achieved their goals. Men achieved their goal 22% more often when they engaged in goal setting, a system where small measurable goals are used (lose a pound a week, instead of saying "lose weight"), while women succeeded 10% more when they made their goals public and got support from their friends.

Personally, I have not trafficked with the masses that make annual New Year's resolutions for a few reasons.  Primarily, I believe that commitments ought to serve and align with a clearly defined set of personal values and life purpose, not be the byproduct of an emotional spurt of longing for change that accompanies the clock's strike of midnight on December 31. In fact, it is the defining of one's purpose and values that energizes and sustains these critical commitments.

Secondly, true commitments that follow and serve our values and purpose are in focus and acted upon throughout the year.  They become common routine, part of our everyday lives. 

OK, so here are the difficult but necessary questions: what is your life purpose, that ONE thing your life is all about?  What are your core values, those deeply held uncompromising beliefs and practices?

I suggest today is a good day to get alone, go for a walk, pray and reflect, journal, and further define your purpose and values.  New Year's resolutions without the solid support and energizing power of a purpose and values will soon realize failure.  Here are some questions to help you with the process:

My Purpose:
1. Why do I exist?  What is my ONE thing I must accomplish?
2. How am I made?  What are my core strengths and competencies?
3. What am I passionate about?  What gets my blood flowing, brings me excitement and joy?
4. What do I want to be remembered for?  When the family and friends gather around my picture, what legacy will they speak of for my life?

My Values:
1. What are my top five (5) belief practices?
2. How have I demonstrated true commitment and sacrifice for my five belief practices?
3. What belief practices will I hold to even if it may mean losing friends and career?

You will be amazed at the energy that flows out of a clearly defined purpose and values set and into your commitments and resolutions.

May 2010 be for us all a purposeful and values driven year!

"For I know the plans that I have for you", declares the Lord, "Plans for your well being and not for disaster, to give to you a future and a hope." 
--Jeremiah (Israel's prophet)

Note: "Activating Your Ambition" (author Mike Hawkins), a great supportive read for defining goals that support one's purpose