Good decision-making skills allow us to make the best choices at work and in the rest of our lives. Decision-making skills are of particular importance to leaders. This YouTube video introduces the basics of decision-making :

Decision-Making Skills and Making Better Choices

This video introduces the science behind decision-making and how to use processes to help make better choices.

For more information, follow the link to the full article:

How to Make Decisions and Use a Decision-Making Process

Here is an introduction to leadership styles. This YouTube video introduces ten of the most important theories:

Theories and Models for Leaders

The models covered in the video include: Great Man theory Control and domination, power, and influence Leadership traits and skills Action-centred leadership Transactional and Transformational leadership theory Situational leadership theory (flexible leadership) Values-based leadership Servant leadership theory Toxic or bad leaders Authentic leadership theory.

For more information, follow the link to the full article: https://therightquestions.co/an-introduction-to-the-most-influential-leadership-theories/

Authentic leadership is a popular leadership theory. This YouTube video introduces the theory and the four key traits of an authentic leader:

What is Authentic Leadership?

Authentic leadership is a relatively new leadership style in the behavioural school of leadership theories. In many ways, it is largely the coming together of other leadership models. But it does put an emphasis on being true to self that differentiates it from other approaches. Bill George is the name most associated with the term after publishing his book Authentic Leadership in 2003.

For more information, follow the link to the full article: https://therightquestions.co/what-does-it-mean-to-be-an-authentic-leader/

Transformational leadership is a popular leadership theory. This YouTube video introduces the theory and how it differs from transactional leadership:

The Transformational Style of Leadership

The concept of transformational leadership came from the study of charismatic leaders but this research identified that there are several key traits that set aside transformational leaders. Most importantly the transformational leader is a positive role model, they clearly articulate a vision, inspire creativity and develop individuals, raising up new leadership wherever they operate.

You can read more in the accompanying post: https://therightquestions.co/how-to-grow-from-transactional-to-transformational-leadership/

There are 5 key stages to team development according to the Tuckman model. This YouTube video explains each step:

Tuckman’s Ladder: 5 Steps of High Performing Team Development

Bruce Tuckman conducted research on teams and identified 5 stages of team development that a group needs to progress through. A manager who understands these stages and the needs of people at each stage can help the team progress through to the performing stage, and become a high-performing team.

These stages are:

1. Forming,
2. Storming,
3. Norming,
4. Performing and
5. Re-forming.

Each of these is explained in more detail in the video and the accompanying article. You can read more about this model by following this link to read How to Develop an Effective Team with The Tuckman Model.

Leadership coaching is a proven tool for personal and professional growth. But what exactly is leadership coaching, why is it important, who does it benefit, and how do you choose a coach? In this article, we will delve into the definition of leadership coaching, explore its importance in leadership, highlight the numerous benefits it offers, and provide tips for selecting a suitable coach.

Understanding Leadership Coaching

Leadership coaching is a personalized process where a coach helps an individual improve their leadership skills. It’s about guiding leaders to reach their full potential by developing specific skills, enhancing their strengths, and addressing any areas of improvement. Coaches work with leaders to set goals, overcome challenges, and achieve personal and organizational success.

What Does a Leadership Coach Do?

A leadership coach acts as a facilitator for change. They act as a sounding board, encouraging deep thought, but also providing challenge, objective feedback and insights as needed. They offer guidance on various aspects of leadership, such as communication, decision-making, conflict resolution, and team management. By doing so, they help leaders gain clarity, improve their performance, and achieve their desired outcomes. Leadership coaching also goes beyond work as a good leader needs life balance and a firm idea of their personal direction and purpose.

Why is Coaching Important in Leadership?

Leadership coaching is important because it addresses the unique challenges that leaders face. As organizations evolve, leaders are required to adapt to new roles and responsibilities. Coaching provides the support and tools needed to navigate these changes effectively. Here are a few reasons why coaching is crucial in leadership:

Enhances Self-Awareness

Leadership coaching helps individuals develop a deeper understanding of themselves. Coaches encourage leaders to reflect on their strengths, weaknesses, and values. This self-awareness is vital for making informed decisions and leading with authenticity.

Encourages Continuous Improvement

Coaching fosters a culture of continuous learning and development. Leaders are encouraged to set goals and work towards them, which promotes personal and professional growth. This mindset of constant improvement is essential for staying competitive in today’s dynamic business environment.

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Supports Effective Communication

Effective communication is a cornerstone of successful leadership. Coaching helps leaders enhance their communication skills, enabling them to convey their vision clearly and inspire their teams. Improved communication leads to better collaboration and increased productivity.

Benefits of Leadership Coaching

Leadership coaching offers a wide range of benefits that positively impact both the individual and the organization. Let’s explore some of these benefits:

Improved Decision-Making Skills

Coaching helps leaders develop critical thinking and problem-solving skills, which are crucial for making sound decisions. By learning to analyze situations objectively, leaders can make informed choices that align with their goals and values.

Increased Confidence

Working with a leadership coach boosts a leader’s confidence by helping them recognize their strengths and accomplishments. This increased confidence enables leaders to take calculated risks and seize new opportunities.

Enhanced Emotional Intelligence

Emotional intelligence is the ability to recognize and manage one’s emotions and the emotions of others. Coaching helps leaders develop this skill, which is vital for building strong relationships and leading empathetically.

Better Work-Life Balance

Leadership coaching encourages leaders to prioritize their well-being and maintain a healthy work-life balance. By managing stress and setting boundaries, leaders can avoid burnout and maintain their effectiveness over the long term.

Greater Team Performance

Coaching not only benefits the individual leader but also has a positive impact on their team. As leaders improve their skills, they become better at motivating and guiding their teams, leading to increased productivity and job satisfaction. This is how high-performing teams are developed.

Fosters a Positive Organizational Culture

When leaders commit to personal growth and development, they inspire others to do the same. This commitment to growth fosters a positive organizational culture where continuous improvement and innovation are valued.

How to Choose the Right Leadership Coach

Choosing the right leadership coach is crucial for maximizing the benefits of coaching. Here are some tips to help you find the right coach:

Assess Their Credentials and Experience

Look for a coach with relevant credentials and experience in leadership development. A coach with a proven track record of success will be better equipped to guide you on your journey.

For example, in my case, I did post-graduate studies in Coaching and Mentoring at Warwick University, I have many years of experience in senior leadership positions, and I am a member of the Association of Coaching (AC). There are many other qualifications for coaches, and too many to name here, but the other professional body that many coaches belong to is the International Coaching Federation (ICF). So, when looking for a coach, make sure you explore their credentials too.

Consider Their Coaching Style

Different coaches have different coaching styles. Some may focus on practical strategies, while others may emphasize personal reflection and growth. Consider what style aligns best with your needs and preferences.

For example, you can read more about my particular style in Leadership Coaching with Simon and The Right Questions.

Evaluate Their Compatibility

Compatibility is key to a successful coaching relationship. Ensure that you feel comfortable with the coach and that their values align with your own. A strong rapport will facilitate open communication and trust.

If you are a leader, don’t miss out on the benefits of coaching

Leadership coaching is a valuable investment for anyone looking to enhance their leadership skills and achieve greater success. By providing personalized guidance and support, leadership coaches help individuals develop self-awareness, improve their communication skills, and achieve their goals. The benefits of leadership coaching extend beyond the individual, positively impacting teams and organizations as a whole. Whether you’re an aspiring leader or an experienced executive, leadership coaching can help you reach your full potential and drive meaningful change.

If you want to find out more, do drop me a line via the contact page.

The personal SWOT analysis is one of the best-known situational and self-awareness tools. This YouTube video introduces the tool with examples:

The Personal SWOT Analysis

SWOT is an acronym that stands for: Strengths, Weaknesses, Opportunities and Threats. The SWOT analysis was originally developed by researchers at Stanford University and designed for organisations but it can equally be used by individuals.

For further information, there is an accompanying article that you can access with this link: https://therightquestions.co/how-to-do-a-swot-analysis/

The Right Questions framework is a process and set of tools to help people who want to:

• Lead themselves and others well
• Think analytically and critically
• Develop effective strategic plans and achieve goals
• Set priorities and make better decisions

The Right Questions framework is based upon the main interrogative words in the English language, linking each to a key theme and further questions:

Interrogative	Use	Application
Why	Reason	Values, principles, priorities, passions
Where	Place	Situation (past and present), vision
What	Thing	Mission, end-state, success, USP
Which	Selection	Options, courses of action, risks, reflection
How	Manner	Plan, route, tasks, resources
Who	Person	Self, team, network, relationships
When	Time	Timing, programming, prioritisation

Navigating The Right Questions Website

To help you navigate the posts that explain the framework, follow the links under the headings below that correspond to the individual posts.

Beside each post, on the right sidebar, you will see the main categories that relate to the posts below. These are:

• The Right Questions (Background and Overview)
• Why (Values)
• What (Mission)
• Where (Situation and Vision)
• Which (Options, Risk and Opportunity)
• Who (Individual, Team and Network)
• How (Goals, Planning and Resources)
• When (Timing and Programming)

The Quest – Using The Right Questions on a Journey of Self-Discovery and Fulfilment

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Introduction to The Right Questions Concept

What Are The Right Questions to Ask Yourself and Others?

Overview of The Right Questions Framework

What are The Right Questions for Decision Making and Strategic Planning?

Stage 1: Strategic Framing

The initial questions of why (principles, priorities and passions) where (situation and vision) and what (mission, success criteria) provide the strategic framing for any plans we make. The quality of the options we develop to achieve success and the effectiveness of our planning depends largely on the development of the overall strategy.

Why? Values

Principles, purpose, passions, priorities

How to Discover Your Top 3 Personal Values

Where? Situation and Vision

Situational Analysis – where am I now?

How to do a SWOT Analysis

Vision – where am I going?

What is a Vision Statement and Why are They Important?

What? Mission, success and end-state

What is a Mission or Success Statement and Why Do You Need One?

Stage 2: The Reflection Point

The second part or stage is called the ‘reflection point’. In every decision making cycle you consider your options in the light of the situation, the risks and opportunities. This reflection point either takes you back to Stage 1, and a further iteration of refining the Strategic Framing, or onto Stage 3, Developing a Plan, where an actionable plan can be created for the chosen course of action, fulfilling the strategy.

Which: Route, risk, review, reflections

Which is the Best Course of Action?

Stage 3: Developing a Plan

The third section on planning uses the questions how, who and when to explore the detail needed to deliver on your desired course of action in alignment with your overall strategy.

How? Planning, Resources

How to Set Goals, Tasks and Milestones When Planning

When? Timing, programming and prioritisation

The Secret of Perfect Timing

Who? Self, team and network

Know Yourself: The Importance of Self-Awareness

How To Leverage Your Network And Build a Team

Case studies, examples and application of The Right Questions

The Right Questions in Organisations

How To Write A Business Case

How do you develop a new business system and create a process flow chart?

The Right Questions in Coaching Individuals

How to Make an Action Plan to Achieve Your Goal

The Seven Most Important Questions You Should Ask When Considering a Career Change

How to Make a Successful New Year’s Resolution

Values are the principles and beliefs by which we live our lives and make our decisions. If you want to effectively lead yourself and lead others then you need to be aware of what those personal values are.

Our values are also linked to how we feel. Think for a moment: are you feeling unhappy, distressed or dissatisfied about something?

If you are, then there is a good chance that your reality is not living up to your expectations. Economists and researchers Rakesh Sarin and Manel Baucells worked out the fundamental equation of happiness was: Happiness = Reality – Expectations.

“Happiness equals reality minus expectations”

Rakesh Sarin and Manel Baucells

For example, it might be that you are unhappy about your:

• Career
• Relationships
• Habits
• Finances
• Work-life balance
• Health and fitness
• Life purpose and direction

The actual reason why you are unhappy

The usual reaction at this stage is to set a goal and achieve something that we think will make us feel happy. But, this often does not solve the underlying issue as unhappiness, and our expectations about being content, are actually rooted in our values. Our dissatisfaction is often caused by a misalignment between your core values and what is happening in your life and work at the moment.

Therefore, even if you did set and achieve a goal without understanding this, you may well find you end up unhappy again. If you do not make a decision in the context of your key principles then it is likely you will make the wrong decision or not really solve the deeper cause of your unhappiness.

By understanding your values you are in a good place to make a change for the better. That is the reason for starting with asking the question ‘why?’ Why do we want something? Why do we feel that way? Why do we want to change? These are the questions that will help us understand our motivations and pick the right goals.

Understanding your own values or principles is therefore vital in order to be effective and happy. And that is not just me saying that. Ray Dalio shares his precepts in his book ‘Principles and urges others to discover theirs. Brene Brown evidences the importance of values in Dare to Lead and Steven R Covey argues for a model of leadership based on being Principle-Centred.

What are values or principles in life?

Value denotes a degree of importance. In monetary terms, we set a value on something by how much we are willing to pay for a product or service.

In moral terms, a value is an ideal that we give a high degree of importance. Values are the moral code that guides us, and the priorities that motivate us. They are the principles we uphold, the ethics and tenants that we believe in and ascribe to. These ideas are our standards that set our rules of conduct and standard of behaviour.

If you do not know what your values are then it is very likely that you are living your life – whether you know it or not – according to other people’s principles or priorities.

“Just as your car runs more smoothly and requires less energy to go faster and farther when the wheels are in perfect alignment, you perform better when your thoughts, feelings, emotions, goals, and values are in balance.”

Brian Tracy

How do we express our principles?

There are values we hold personally and those we share corporately, be that with a team, community or organisation. They are often similar but expressed in subtly different ways. For example, common personal values might be expressed as kindness but a team might talk about respect for others. A person may value honesty whereas an organisation might express that as transparency.

David Brooks has formulated another way of looking at values, and that is resume values versus eulogy values. The differences are explored in his book The Road to Character and outlined in his TED Talk, “Should you live for your resume or your eulogy?”

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How do you assess your personal core values?

You can do an assessment of your values by examining different aspects of your life and looking for trends.  You may have a feel for the values you most relate to, but thinking about values through these different lenses will help you see which principles you really do embody or aspire towards.

In my experience, it is good to start with examining our:

• Personal Stories
• Priorities
• Passions and
• Principles

Personal Stories 

The amount of our character that is fixed at birth or developed by external influence has been a hotly contested subject for many years. We will not go into the ‘nature versus nurture’ arguments here, but it is relatively safe to say that our character is formed from a mixture of both innate qualities and our experiences.

There are various personality tests that you can do but one of the most instructive ways you can examine your character is by looking at the stories of your life.

Try to think about:

• When have you been most happy?
• Which achievement or experience are you most proud of?
• What has been your biggest success?
• What has been your biggest failure?
• When have you been most afraid and what do you fear most?
• Which thing in your past are you most ashamed of?

When reflecting on a personal story you can analyse it in this way:

• What was the situation?
• Which role did you have to play and what did you do?
• What was the result and what did you learn?

Certain themes and principles should emerge as you do this analysis.

Priorities

One simple and effective way to examine our priorities is to see where we use our resources. We invest our time and money in what we value.

Money

Where does your cash go? Money provides a very tangible expression of what we prioritise. Have a look at your bank account and credit card bills. Even how much you spend on essentials and where you shop can be telling. Food, clothing, and shelter are essential but buying luxury options are not. What do you choose to spend more or less on?

Do some analysis and ask:

• How do you budget or divide up what you spend?
• How much do you spend on different things? (E.g. debts, savings, utilities, rent/mortgage, holidays/travel, clothes, leisure activities etc.)

Time

Time is a truly finite resource. How you spend your time will give you a good indication of what you really value. Take a look at your diary or think back and answer the following:

• What amount of time goes to various activities each day and each week? (Working, sleeping, eating, leisure activities etc.)
• Within your work time, how does it break down? (Emails, speaking to people/phone calls, meetings, writing, planning, business development, people development, etc.)
• Which roles do you play in life and how do you prioritise them? (Employee, leader, spouse, parent, friend, child, creator, team member, other?)
• What habits or routines do you have?

Passions

Our passions are the things that drive us emotionally. Our passions either draw us towards or away from something or someone. Often we don’t analyse these thoughts and they can go unnoticed but if you reflect on your thoughts and dreams, beliefs and influences then you will gain a deeper understanding of your passions.

Thoughts and Dreams

What we spend our time thinking, dreaming or worrying about can also tell us a lot. Think about:

• What are you hoping to achieve in life?
• When you daydream what is it about?
• If time and money were not limited what would you do?
• Imagine that you have one wish that would immediately be fulfilled, what would it be?
• What are you anxious or stressed about right now?

Beliefs

What are your theological, metaphysical, philosophical and political beliefs? Ask yourself:

• What are the values of the politicians or political parties you vote for?
• Where do you put your trust for the future?
• When something goes wrong, what or who do you turn to for answers and support?
• What makes you joyful?
• What makes you angry?

Influences

There are many external influences on our lives and predominantly these are people we know or respect. Think about the following:

• Who do you follow?
• Who do you want to be like?
• Which are your favourite biographies?
• What are the books and stories you like most?
• Which films do you like most and why?
• What are the principles of your family and friends?

Principles

Having thought through your personal stories, how you spend your time and money, your dreams, your beliefs and your influences, you should be a much better place to assess what your values really are.

What trends do you see appearing and which words help to sum those up?

“Principles are fundamental truths that serve as the foundations for behavior that gets you what you want out of life. They can be applied again and again in similar situations to help you achieve your goals.”

Ray Dalio

What are examples of values or principles?

The list of words that we could use to express our values is almost endless but sometimes we can struggle to come up with the right one.

Here is a list of more than 150 more common values that will help to prompt you:

Accountability	Discipline	Humour	Respect
Accuracy	Discretion	Humility	Restraint
Achievement	Diversity	Independence	Results-oriented
Adventure	Dynamism	Ingenuity	Rigour
Altruism	Economy	Inner Harmony	Romance
Appearance	Effectiveness	Inquisitiveness	Security
Ambition	Efficiency	Insightfulness	Self-actualization
Autonomy	Elegance	Integrity	Self-control
Assertiveness	Empathy	Intelligence	Self-expression
Balance	Enjoyment	Intimacy	Selflessness
Beauty	Enthusiasm	Intuition	Self-reliance
Being the best	Environment	Joy	Sensitivity
Belonging	Equality	Justice	Serenity
Boldness	Excellence	Leadership	Service
Calmness	Excitement	Legacy	Shrewdness
Carefulness	Expertise	Love	Simplicity
Challenge	Exploration	Loyalty	Soundness
Cheerfulness	Expressiveness	Making a difference	Speed
Clarity	Fairness	Mastery	Spirituality
Commitment	Faith	Merit	Spontaneity
Community	Family	Nature	Stability
Communication	Flexibility	Obedience	Status
Compassion	Fidelity	Openness	Strategic
Competitiveness	Fitness	Order	Strength
Connectivity	Fluency	Originality	Structure
Consistency	Focus	Partnership	Success
Contentment	Freedom	Patriotism	Support
Continuous Improvement	Friendship	Perfection	Teamwork
Contribution	Fulfilment	Personal growth	Thankfulness
Control	Fun	Piety	Thoroughness
Cooperation	Generosity	Positivity	Thoughtfulness
Correctness	Goodness	Power	Timeliness
Courtesy	Grace	Practicality	Tolerance
Creativity	Growth	Privacy	Tradition
Curiosity	Happiness	Preparedness	Trustworthiness
Decisiveness	Hard Work	Professionalism	Truth
Democraticness	Health	Prudence	Understanding
Dependability	Helping Society	Quality-orientation	Uniqueness
Determination	Holiness	Recognition	Unity
Devoutness	Honesty	Reliability	Usefulness
Diligence	Honour	Resourcefulness	Vitality

What are your top 3 personal values?

Pick the 3 most important principles, those with the highest score and correlation after looking at the various aspects above.

Why 3? Because:

“If you have more than three priorities, you have no priorities”

Brené Brown, Dare to Lead

Three is a powerful number for various reasons (to find our more read The Rule of 3).

One of the best ways to identify your values is to follow this easy process:

1. print off a list (such as the one above) and then cut them up so you have one single value per piece of paper or card.
2. Now sort those values into three equal piles (most important, less important, least important)
3. Take the ‘most important’ pile and discard the rest.
4. Go through steps 2 and 3 until you are left with just 3 values.

How do you define or refine those principles?

For each of the 3 words that you have chosen, write your own definition. Think:

• What does the word mean to you?
• Which actions or behaviours display your defined value?
• What other word or words would you add to the initial one to make it embody the value most clearly?

The idea here is to define how you actually live out your value. Simon Sinek puts it in this way:

“For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea – we have a clear idea of how to act in any situation.”

Simon Sinek

Next, put your principles in priority order. This is important as there will be decisions where you have to know the most important factor. To help you try asking these questions:

• If you could satisfy only one of the values which would you choose?
• When a situation causes a conflict between two of your values (for example career and family) what would you do?

Congratulations!

“It’s not hard to make decisions when you know what your values are.”
― Roy Disney

Once you know your values you can use them to guide you in making decisions, setting goals and living a more fulfilling life. You are likely to continue to refine your list over time so it is worth reviewing whenever you review your plans.

We have to make an active choice. If we go with the flow then we can be swayed by wrong beliefs and unhelpful thoughts that can create bad habits, wrong values and an unhappy destiny. Or, if we actively work to define our values, we can build useful habits, have positive words and actions and create positive thoughts and liberating beliefs. We all have a personal responsibility for our destiny.

Taking things further

You have made a big step towards understanding your personal values and this will really help you. It does not end there though. In my experience, understanding values is an iterative process; you will refine your principles every time to take time to really examine them.

Your values create a firm platform for your decisions and plans. Question is, now you have the foundations, what will you build?

You may want to start making a plan for what you want to do next and if so you will find my post on making an action plan useful.

You may want also want some help, delving deeper into your values and identifying your goals. I have the pleasure of seeing amazing, positive, transformations in the individuals and organisations I work with. If you would like some assistance too, in person or online, then please do drop me a line. You can email me via the contact page.

What is the most important decision you have ever made? It might have been choosing your romantic partner, selecting your school, or deciding upon your career. How did you make that decision? Whatever process you applied – consciously or otherwise – to your choice, that decision was informed by your personal values. This is what values-based decision-making or principle-based decision-making is all about; understanding how our precepts and beliefs inform our judgements.

Why is values-based decision-making important?

We might think that our biggest decisions would be based upon pure logic and critical reasoning, but we would be wrong. Just think for a moment; if your spouse or partner asked you why you wanted to be with them, how would you reply? Would you immediately say,

“well I considered the factors, and – following an analytical process – decided that you were the most rational choice of partner, presenting the best statistical chance of a successful union (given the limited alternatives)”?

I doubt that would get a kindly reception.

You are more likely to answer that it is because you love them. But then you must think about the follow-up question of why do you love them? When you explore that question you can see that, knowingly, or otherwise, you have made a values-based decision. The reasons for loving someone are bound up with your principles, beliefs, and passions.

When I first started to think about decision-making, during my time as a bomb disposal officer, I did use to think that decision-making was largely a rational process. It took some near-death experiences for me to realise that the neuroscience of decision-making is much more complicated. Slowly I came to appreciate the important psychology of heuristics and bias, as well as understanding the importance of assumptions and how values underpin our decision-making.

Values, principles, and ethics in decision-making

The book that introduced me to the concept of principle-based decision making was The Seven Habits of Highly Effective People. Stephen Covey points out:

“We are not in control, principles control. We control our actions, but the consequences that flow from these actions are controlled by Principles.”

Stephen R Covey 

So, the fact is that – whether we know it or not – our personal values drive our decision-making and influence the choices we make. But this is not a new discovery and Covey was not alone in this idea. For example, Gandhi said,

“Your values become your destiny.”

Gandhi

And this school of thought goes back much further. The idea of making right judgements is the field of ethics in philosophy. In Western philosophy, it was Socrates, Plato and Aristotle – the so-called founding fathers of ethics – who started this tradition.

Ethical decision-making is not just about choices in medicine (such as when to end care) or complex moral conundrums faced by society (such as assisted suicide). You cannot separate ethics from personal values and our everyday behaviour. As well as the moral code of the society we live in, we all have our own inner sense of morality that informs our actions. The ability to make these choices, according to our values is inextricably tied to our understanding of freedom. Aristotle summed it up this way:

“Freedom is obedience to self-formulated rules.”

Aristotle

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How do values influence our choices?

My favourite analogy for personal values is that they are like a compass. The whole point of a magnetic compass is that it points to the North, no matter which way we are facing. Even when we cannot see properly – for example when stuck in fog or deep in a jungle – the compass gives us reliable data about our direction.

Personal values do the same for us. Whatever our circumstances, our values are an inner compass, informing us of whether the direction we are choosing is in line with principles or not.

“I have learned that as long as I hold fast to my beliefs and values – and follow my own moral compass – then the only expectations I need to live up to are my own.”

Michelle Obama

To complete the analogy, it is worth remembering that a compass can be affected by magnetic interference and occasionally not be trusted. In the same way, even our moral compass can be thrown off by cognitive bias. That is why no one aspect of decision-making can be considered without respect to other facets. We must be aware of all the various neural processes if we really want to make good decisions.

Values in decision-making for organisations 

Ray Dalio is an expert in how values affect decision-making in an organisation. In his book, Principles, he shares the values that he has identified and implemented – both in personal and business life. What makes Ray Dalio’s company Bridgewater, so impressive is the way they have built their values into the very fabric of the business.

For many organisations, their company values are just nice-sounding universal values (such as trust or creativity) that have been decided upon by an executive, but with little thought to how these values should truly affect the culture of an organisation. Many employees can barely remember their company values, let alone explain how they should inform their judgements and behaviours. Not so at Bridgewater.

Building a company from the values up

At Bridgewater, not only did they identify the company values, but they also then built organisational processes to reflect those principles, even writing code to embed these principles into automated decision-making. With each decision made these values are tested, the results examined, and the algorithms refined in a constant process of improvement.

This approach, backed up by the transparent way Bridgewater makes choices, empowers people at every level in the business to make decisions. Decision-making is not the preserve of management or the executive suite. At Bridgewater, this empowerment has fuelled effectiveness, growth and profitability.

As Roy Disney, the co-founder of another values-driven company observes,

“It’s not hard to make decisions when you know what your values are.”

Roy Disney

It is worth reflecting upon. What are the principles of your organisation and how do they inform processes? Do the actions and behaviours of employees reflect the core values? Are people empowered to make decisions?

Principle-based leadership

This sort of organisation is led by a leader who understands the importance of values; someone who knows their own principles and lives according to them. We call that integrity; someone who walks the talk, and integrity is one of the most frequently listed essential traits of a leader.

Stephen Covey wrote about this sort of leadership in his other popular book, The Principle-Centred Leader, but this approach to leadership also has a lot in common with servant leadership, transformational leadership and authentic leadership, all of which emphasize leaders of moral principle and purpose.

So how do you start?

So, having seen that understanding personal values is important as they affect our choices, what do we do about it? The first step in making better decisions is to identify the principles that guide you in your judgements. This will help both you and the people you work with. As Ray Dalio points out,

“The most important thing is that you develop your own principles and ideally write them down, especially if you are working with others.”

Ray Dalio

Take a moment to think. Can you write down your top values? Try to think of the top principles that you adhere to. I recommend 5 to 10 as a maximum. If you are a bit stuck then there are various tools, exercises that can help you do this and if you would like some help then read my post on What Are Your Personal Values?