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Personal  values  are  individual  qualities  that  reflect  a person’s  sense  of  ‘right’  or  ‘wrong’  or  ‘what  ought  to be’ and ‘what ought not to be’. Values tend to influence attitudes  and  behavior.  For  example,  if  you  value ‘equal rights for all’ and you go to work for an organization  that  treats  its  managers  much  better  than  it does  its  workers,  you  may  form  the  attitude  that  the company is an unfair place to work; consequently, you may  not  perform  well  or  may  perhaps  leave  the  company. It is likely that if the company had a more egalitarian  policy,  your  attitude  and  behaviors  would  have been more positive.

But  how  does  an  employee  identify  those  personal values that are important to job performance? In order to improve his or her performance the employee must isolate his or her motivating work values. This involves describing his or her work preferences

Once you know your own natural work preferences , you can  use  it  to  expand  the  way  you  work  and  influence your own performance. Start by asking yourself “What kind of work or task would I do willingly without pay?” Use  this  work  or  task  to  describe  your  work preferences

A  complete  description  of  your  work  preferences should  include  statements  that  address  three  aspects of your ideal work or task:

  1. Contribution
  2. Relationship
  3. Measurement

A contribution statement describes what you believe is  important  to  produce  or  accomplish  through  your work. It describes ‘what” you will deliver to your client and ‘how’  you  will  deliver  it.  Your  contribution  should  benefit your  organization,  your  co-workers  or  your  clients  NOT yourself. A ‘Coach’ may want to “Develop the skills of other people”,  while  a  ‘Developer’  may  want  to  “help  people  to develop their talents” Both of them make a contribution to their clients

A relationship statement describes who you are and how you  prefer  to  interact  with  your  organization,  team,  co- workers  or  clients  in  making  the  contribution.  Are  you  a team  member,  team  leader,  or  steward?  In  making  the contribution would you rather lead or follow? Do you want to work alone or with a team? A  Coach may prefer a ‘one to one  relationship’  while  developing  the  skills  of  other people. The developer on the other hand may prefer ‘team work,  meeting  new  people  and  having  close  relationships with team members’

A measurement statement describes how you define success or failure in the work you perform or the contribution you make. This statement should emphasize observable responses from co-workers, supervisors or your clients. Success could be ‘creating and leading a cohesive team of deliverers’ or ‘getting more opportunities to help others or to develop an area of expertise’. Success could also be in form of recognition or reward from the team or from society in which you make a contribution

WORK PREFERENCESAn important step in identifying personal values vital to one’s job performance is isolating your work values from the list of work preferences statements (i.e. contribution, relationship and measurement statements).

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The employee should examine his or work preferences statements and for each of the statements ask “why is this preferences important to me?”  For example the coach should ask “why is  “Developing the skills of other people” important to me”?  Or  “Why  is  “adopting  a  one to-  one  relationship”  while  developing  the  skills  of  other  people  important to me?  The “why?” question should be asked until you obtain a ‘terminal statement’. A terminal statement describes how your work preferences statement fulfills your personal needs. It is the terminal statement from each of the work preferences statements that define your motivating work values.

Once an employee discovers his motivating work values he is able to identify personal drivers in his work or actions. He is also able to discover what demotivates him. For example employees who espouse ‘recognition’ as a value are motivated by praise and being appreciated. They react well to praise and may be good at giving praise to others. The ‘flip side’ of this is that such employees may be de-motivated when working in an environment where praise and feedback is not evident.

People have different motivational drivers. They affect the way they work and the level of satisfaction they achieve at their work. When you uncover your motivating work values you discover your driving force and this enables you to assume responsibility and accountability for the work you do.

Working  styles  and  work preferences  vary  for  each  individual  and  in  different  situations.  By understanding this, and developing the skills that help you work in a variety of ways, you make the most of your performance potential. For more information about motivating work values and how you can develop and use them to  enhance  your  career  Visit  our  Email  coaching  program  at  http://www.expressexpertise.com/lesson/getting- started/ and make a coaching request

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