Values vs Goals

Excerpt from Positional Authority Ain't Leadership

Values and Goals

Speaking of goals, when discussing values, it’s important to distinguish between the two while understanding their interconnectedness. Values are not goals; rather, they are guiding principles or core beliefs that influence behavior and decision-making. As you’ve learned, they are the compass by which individuals navigate their personal and professional lives, providing a sense of direction and purpose. Unlike goals, which are specific, measurable, and time-bound, values are enduring and often abstract.

However, the relationship between values and goals is pivotal. Goals should be values-driven, meaning they should be set in alignment with one’s core values. This alignment ensures that the goals we pursue are not only meaningful but also resonate with our deeper beliefs and aspirations. For instance, if one values creativity, setting a goal to engage in a creative project each month aligns with this value, making the goal more fulfilling and motivating.

In essence, while values are the bedrock of our identity and guide our long-term direction, goals are the tangible milestones we set and achieve along the way. By ensuring that our goals are rooted in our values, we create a coherent and satisfying journey toward personal and professional fulfillment. Values-driven goals are more likely to be pursued with passion and commitment, as they represent not just what we want to achieve but who we aspire to be. Good leading taps into values and helps people find value in achieving goals, while good managing makes sure the goals are achievable and lays out a clear path laden with measurement, feedback, and reinforcement for value-added behavior.

Values Embedded

Embedding values into every part of the organization and ensuring they are aligned with the mission is nonnegotiable. The mission, essentially the organization’s purpose, signifies the intended result or impact it strives to achieve. However, the realization of this mission hinges on behavior—the concrete actions of individuals within the organization.

Consider the mission as the destination on a map. It’s where the organization aims to go, its reason for existence. The values, on the other hand, represent the roads and pathways that lead to this destination. These values dictate the behaviors—the steps taken, the decisions made, the strategies employed—that move the organization toward its mission.

For instance, if an organization’s mission is to innovate in technology, values such as creativity, risk-taking, and continuous learning become the behavioral compass guiding this journey. Every action, from research and development to the way team meetings are conducted, should reflect these values to align with the mission of innovation. This alignment ensures that every member of the organization, through their actions, is contributing to the collective journey toward the mission. It reinforces the idea that the mission is not just an aspirational statement but a living, breathing objective realized through the values-driven behavior of each individual in the organization. This is why it’s important that values are embedded in every part of the organization, from hiring and onboarding to the daily grind.

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