What is a VALUES Proposition?

A VALUES Proposition is the recognition and acceptance of ethical, moral and other typically nonquantifiable components as contributors to an organization's success.  The greater the unity of shared values among key stakeholders, the bigger the potential upside.  Most people work very hard to maximize their outputs. But are they being effective and reaching their potential?   A VALUES Proposition addresses needs and solves problems by analyzing both the tangible and intangible impact of an organization's values.  

The total worth or value of an organization is comprised of the sum of the tangible assets (e.g., cash) and intangible assets (e.g., values - which may equate to 50% or more of the total) less liabilities.  Intangible assets can be difficult to quantify using tangible asset norms; however, these qualities are as real as cash and contracts.  Accounting for the cognitive, emotional, and behavioral aspects of your moral, performance and civil values is both an art and grounded in science. 



Set up

Down Stroke

Lift up

Pull Back

The goal of a values proposition is to give the organization clarity of perspective and direction to maximize return-on-investment.  It is best to think of this process like pedaling a bicycle.  Pedaling is a repetitive circular motion that can be broken into four quadrants including: setup, downstroke, pull back and lift-up.  Novice bicyclists focus almost exclusively on the downstroke. 

Most organizations similarly focus almost exclusively on their downstroke which is their commitment.  To fully maximize our output we need to focus on all aspects of the values proposition including: goals, commitment, assessment and accountability.

 The VALUES Proposition Model TM begins with a balanced selection of goals defined as moral values, performance values and civic values.  This gives the organization a basis for what does ultimate success look like when fully implemented and as a benchmark for later comparisons.



Next, we have to unify commitments to: character, transitioning from me to we, and community.  The third quadrant is the organization’s understanding of their values, feelings of their values and how well they are living them out. 


The fourth quadrant involves accountability as it relates to net worth, stakeholders needs, and self-worth.  The cycle is continually repeated.

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