VALUE & ETHICS FOR PERSONAL & PROFESSIONAL DEVELOPMENT

Module I: Introduction to Values & Ethics

Meaning & its type

Relationship between Values and Ethics
Its implication in one’s life

Values…………

Human values are the principles, standards, convictions and beliefs that people adopt as their
guidelines in daily activities.

Human values are passed by parents to their offspring soon after childbirth and are instilled
throughout the children's upbringing. As they grow, children learn more values from their peers,
religious leaders, teachers, friends and society at large. These attributes include honesty,
trustworthiness, diligence, discipline, fairness, love, peace, justice, care for one another and
being mindful of the environment, including plants and animals. In addition, selflessness and
putting the well-being of all before a person's own needs are desirable human values. Generally,
human values are highly encouraged in society, while negative attributes are discouraged and
condemned. These values are passed from one generation to another. People with excellent
human values are usually held in high esteem, admired and rewarded. The traits are important
especially in leaders and people in influential positions. All cultures and societies encourage
teachers, doctors, lawyers, politicians, businesspeople and other professionals to have strong
human values

Values can be defined as broad preferences concerning appropriate courses of action or

outcomes. As such, values reflect a person’s sense of right and wrong or what “ought” to be.
“Equal rights for all”, "Excellence deserves admiration", and “People should be treated with
respect and dignity” are representative of values. 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 produce 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.

Where do values come from?

Our values come from a variety of sources. Some of these include:
• family
• peers (social influences)
• the workplace (work ethics, job roles)
 • educational institutions such as schools or TAFE
• significant life events (death, divorce, losing jobs, major accident and trauma,
major health issues, significant financial losses and so on)
• religion
• music
• media
• technology
• culture
• major historical events (world wars, economic depressions, etc).

• family—caring for each other, family comes first

• peers—importance of friendship, importance of doing things that peers approve of
• workplace—doing your job properly; approving/disapproving of ‘foreign orders’ (doing
home-related activities in work time or using work resources for home related activities)
• educational institutions—the valuing or otherwise of learning; value of self in relation to
an ability to learn (this often depends on personal experience of schooling, whether
positive or negative)
• significant life events—death of loved ones and the impact on what we value as being
important; marriage and the importance and role of marriage and children; separation and
divorce and the value change that may be associated with this (valuing of self or
otherwise)
• religion—beliefs about ‘right and wrong’ and beliefs in gods
• media—the impact of TV, movies, radio, the Internet and advertising on what is
important in our lives, what is valued and not valued
• music—music often reflects what is occurring in society, people’s response to things
such as love and relationships which may then influence the development of our values
• technology—the importance of technology or otherwise; the importance of computers
and developing computer skills
• culture—a cultural value such as the importance of individuality as opposed to
conforming to groups
• major historical events—not wasting anything, saving for times of draught, valuing
human life, patriotic values.

Ethics………
Ethics can be defined as a set of rules formulated by a country, or a company, or an
institution. Ethics are not the individual….

You can have professional ethics, but you seldom hear about professional morals & values.
Ethics tend to be codified into a formal system or set of rules which are explicitly adopted by a
group of people. Thus you have medical ethics. Ethics are thus internally defined and adopted,
whilst morals tend to be externally imposed on other people.
 If you accuse someone of being unethical, it is equivalent of calling them unprofessional and
may well be taken as a significant insult and perceived more personally than if you called them
immoral (which of course they may also not like).

What is the difference between Values and Ethics?

• Values are guiding principles in life and every person has his own value system that helps him
in his behavior and action throughout his life. On the other hand, ethics are moral codes of conduct
that decide what is wrong and what is right about the behavior of an individual or a group in a
society.

• Values can be universal as well as personal and are actually beliefs a person has that help him
behave in a particular manner all his life.

Ethics are unwritten code of conduct that are to be followed by an individual or employees in an
organization.

What are values for?

Values guide our behaviors; they are part of our identity as individuals, and guide our behaviors
at home, at work, or any other area of our life.

They show us how to behave and how not to behave when we’re faced with desires or impulses,
whether we’re alone or with others.

They are like a compass that helps us behave consistently, regardless of the situation.

For example, when using public transportation, some people give their seat to a pregnant woman,
and others don’t. The former believe in the value of courtesy and consideration towards others,
whether they’re strangers or not.

Among those who don’t give up their seat we commonly find children (who haven’t yet acquired
that value), or elderly people who give a greater value to their own need to be seated (correctly
so), or people who just attach a greater value to their own comfort.

Thus, values are the foundation of our behaviors, and make us feel well about our own decisions.
When we act guided by our values, we are not concerned by what others will say. We act
according to our convictions, regardless of whether others are observing us or not.

When we truly believe that a set of behaviors constitute an essential cornerstone to life, we act
accordingly, and don’t care what others say about it.

When are committed to being honest, we don’t take what isn’t ours. We do so because we
believe in respecting the property of others, not because we are being watched.

Values guide our actions and determine for us what’s good or bad. When we’re guided by
values, we act without expecting anything in return, except personal satisfaction and fulfillment.

This satisfaction motivates us to espouse our principles and beliefs in all situations. It allows us
to express a consistent personality, regardless of our mood or location.

Some people are not kind to others because they think they will receive nothing in
return. Although they may be kind to the people they value (their children, students, employees
or work mates), kindness per se is not a guiding principle in their life.

As parents, teachers, employers, or leaders, if we wish to foster certain principles and behaviors
in others, we must practice those values consistently and through our behavior set an example.

A Definition of values

Values are principles that allow us to guide our behavior to fulfill ourselves as individuals. They
are fundamental beliefs that help us prefer, accept and choose one thing over another or a
behavior over another. They are also a source of satisfaction and fulfillment.

They provide a guideline to formulate goals and objectives, whether personal or collective. They
reflect our keenest interests, feelings and convictions.

Values refer to human needs and represent ideals, dreams and aspirations. Their importance is
independent of the circumstances. For example, even though we may be unfair, fairness still has
a value. The same happens with wellbeing or happiness.

Values have worth in and of themselves. They are important for what they are, what they mean,
and what they represent, and not for what others think of them. Values, attitudes, and behaviors
are closely linked. When we talk about attitudes, we refer to the willingness to act in any given
moment, according to our beliefs, feelings and values.
Values translate into thoughts, concepts or ideas, but what we appreciate most is behavior, what
people do. Valuable persons live according to their values. Their worth is reflected in their
values and how they express these values in their daily life.

Values also constitute the foundations for co-existence n a community and relations with others.
They regulate our behavior to the benefit of collective wellbeing.

Maybe this is why we tend to relate to others using behavioral rules and norms, when in fact they
are personal decisions. That is, we decide to act in a certain way and not in another, based on
what value is important to us. We decide to believe in it and we value it.

When we enter an organization with already established values, we implicitly accept them and
implement them. It’s what others expect from us.

In an organization, values serve as a framework for the behavior of its members. These values
are based on the nature of the organization (its purpose); why it was created (its objectives); and
its projection into the future (its vision). To this end, they must encourage the attitudes and
actions required to achieve the organization’s objectives.

In this regard, an organization’s values should be reflected in the specific behaviors of its
members, and not just in its mission statement.

If this isn’t the case, then the organization should review the way it implements its values.

Some challenges that values present to us

First of all, values are intimately related to our emotions and feelings. For example, if we value
honesty, then dishonesty disturbs us and hurts us. The same applies to sincerity, respect,
responsibility or any other value.

We all occasionally have a hard time explaining our feelings. Similarly, in a community or in an
organization, it’s often difficult for us to agree on the practical meaning of a value.

This is due in part to the fact that each of us has our own hierarchy of beliefs, convictions and
life principles.

We all build our own personal scale of values. Each of us acquires a set of values during
childhood, and attributes significance to them according to our experience, knowledge, and
development as individuals.
Furthermore, values can acquire varying significance depending on the position of the person
implementing them.

For example, is publicly disclosing the identity of a person who has released private and
confidential information justified in the name of “honesty”? It isn’t easy to reach consensus on
this issue. This generates controversy on the universality of some principles.

Values and their hierarchy can change over time. They emerge with a special meaning, and
change throughout life, because they are related to individual interests and needs.

When we are children, our values are for the most part defined by subsistence and by wanting the
approval of our parents. In our adolescence, our values are derived from the need to experiment
and be independent, and when we are adults, we have other priorities.

This helps explain the obstacles we face in reaching agreements on the principles and beliefs of
different people, in different moments in their life.

Lastly, values are closely related to morality and ethics. These are dense and complex
philosophical concepts, and it is difficult to agree on their practical meaning.

It’s for this reason that the meaning and usefulness of principles that help provide a sense of
unity within an organization often become blurred.

When we make “a list of values” in organizations, we usually emphasize theoretical definitions.

We can reach a general consensus on the ideas, but often lack practical expressions of the
behaviors implicit in each value.

Our challenge is to translate these values into very specific behaviors in our daily life. In this
way we will better nourish relationships between team members, and will achieve our objectives
more easily.

If we translate values into concrete actions, they will acquire meaning and will be implemented
in our families, our work, and in the organizations where we participate.

The importance of values

For humans, some things have always been more important than others. That is why we value
people, ideas, activities and objects according to their significance in our life.

However, the criteria used to give value to those elements have varied throughout history, and
depend on the values each person assumes.
Values allow the members of an organization to interact harmoniously. Values affect their
formation and development as individuals, and make it easier to reach goals that would be
impossible to achieve individually.

For the well-being of a community, it is necessary to have shared rules that guide the behavior of
its members, otherwise the community will not function satisfactorily for the majority.

When families, schools, companies, and society in general function poorly, many times it is due
to a lack of shared values, which is reflected in a lack of consistency between what is said and
what is done.

For example, it is difficult to teach our children “tolerance” if our leaders and rulers constantly
insult those with whom they disagree.

By the same token, it’s difficult to promote “respect” if teachers, professors, bosses, or parents,
when faced with complex situations, defend their decisions by saying, “Here you do what I say”
or, “Things are like that because I say so”.

In practical terms, a community is unlikely to function well, much less perfectly, if its members
don’t share certain principles that permanently guide the way they relate to each other, in good
times and in bad times.

The word “community” means couples, families, the workplace, the classroom, the
neighborhood, the city, the country, and any other place where people interact. If we don’t share
their values, we will neither feel at ease nor function properly in that community, and we’ll feel
little satisfaction in being a part of it.

In a company’s organizational culture values are the foundation of employee attitudes,

motivations and expectations. Values define their behavior.

If values don’t have the same meaning for all employees, their daily work will be more difficult
and cumbersome. The work environment becomes tense, people feel that they are not all moving
in the same direction, and clients pay the consequences.

Being a pillar of a company, values not only need to be defined, they must also be maintained,
promoted and disseminated. Only then will workers have a better chance of understanding and
using them in their daily activities.
Types of values

We can speak of universal values, because ever since human

beings have lived in community, they have had to establish
principles to guide their behavior towards others.

In this sense, honesty, responsibility, truth, solidarity,

cooperation, tolerance, respect and peace, among others, are
considered universal values.

However, in order to understand them better, it is useful to

classify values according to the following criteria:

• Personal values:
These are considered essential principles on which we build our
life and guide us to relate with other people. They are usually a blend of family values and
social-cultural values, together with our own individual ones, according to our experiences.

• Family values:
These are valued in a family and iare considered either good or bad. These derive from the
fundamental beliefs of the parents, who use them to educate their children. They are the basic
principles and guidelines of our initial behavior in society, and are conveyed through our
behaviors in the family, from the simplest to the most complex.

• Social-cultural values:
These are the prevailing values of our society, which change with time, and either coincide or not
with our family or personal values. They constitute a complex mix of different values, and at
times they contradict one another, or pose a dilemma.

For example, if work isn’t valued socially as a means of personal fulfillment, then the society is
indirectly fostering “anti-values” like dishonesty, irresponsibility, or crime.

Another example of the dilemmas that social-cultural values may pose is when they promote the
idea that “the end justifies the means”. With this as a pretext, terrorists and arbitrary rulers
justify violence, intolerance, and lies while claiming that their true goal is peace.

• Material values:
These values allow us to survive, and are related to our basic needs as human beings, such as
food and clothing and protection from the environment. They are fundamental needs, part of the
complex web that is created between personal, family and social-cultural values. If exaggerated,
material values can be in contradiction with spiritual values.

• Spiritual values:
They refer to the importance we give to non-material aspects in our lives. They are part of our
human needs and allow us to feel fulfilled. They add meaning and foundation to our life, as do
religious beliefs.

• Moral values:
The attitudes and behaviors that a society considers essential for coexistence, order, and general
well being.

Crisis of values

Although we are taught that honesty is a desirable, even ideal behavior (and we all accept this as
true), the interpretation and meaning we give it in practice varies from one person to the other.

These differences are translated into very concrete attitudes and inconsistencies. For example,
being honest, among other things, means to perform all our duties within an organization, but it
is uncommon to associate being late with no justification with dishonesty.

Organizations tend to take for granted that all its members know what a value means, but its
general definition is not enough for all to respond in the same way in situations with specific
characteristics.

For example, a generalized consensus exists on the benefits of team work. It is an implicit value
in an organization. However, it is also a behavior that gives rise to controversy. Team work
doesn’t happen automatically just because everybody is in the same place. Implementing this
value in a harmonious manner requires special individual effort and courage. Therefore, great
teams work and train a lot to achieve greatness.

What we call a crisis of values occurs when we find that our team members aren’t following the
organizational principles they’re supposed to, or when they contradict those principles.

When we feel that we’re not all going in the same direction great tension arises within an
organization or community. This makes sense, because everything – reaching agreement, acting
in a coordinated fashion, achieving established objectives -- becomes more difficult.

It is common in companies to talk about values such as excellence, leadership or innovation, but
in most cases, the talk rarely goes beyond lip service or good intentions. The members of these
organizations lack the guidance to understand the meaning of these concepts relative to the
challenges they face in their daily lives.

Promoting excellence can be difficult in organizations that have arbitrary bosses, and innovation
isn’t easily assumed if arguments such as “why change if we have always done it this way and it
works?” are frequently used.

These are only a few examples of the contradictions that produce the feeling that we have a crisis
of values. When theory and practice are confronted, they generate stress, dissatisfaction, and
crisis. In other words, it isn’t easy to promote values if in our daily activities other principles or
“anti-values” prevail.

These crises of values, beliefs, or principles occur when they start losing meaning and practical
usefulness in concrete matters.

Why are values weakened?

There are many reasons, but I want to highlight three that cause a
sort of vicious circle in the deterioration of values.

1. Needs can be more pressing than values

Values themselves don’t deteriorate. What weakens is our own

capacity to believe in certain principles and their relevance, as a
result of the pressure that certain needs exert on us. This in turn
takes us back to the basic values of individual subsistence.

For example, when we decide we’re not going to stand in line like
everybody else it’s because we consider that our individual needs
are more important than those of others. With this type of personal belief, “honesty” loses
meaning as a value that bonds us with a community.

This often happens in schools and similar organizations, when teachers or supervisors feel that
their need to “control” the group has more value than the “respect” and “dignity” of its members,
and use “authority” to impose order. They are surely going to have difficulty in obtaining
“respect” in return.

2. It is much easier to convey other values

The real impact of values in an organization is reflected in the actions and attitudes of its
members. It’s our behavior that translates values into our daily activities:
Imagine a parent teaching her child the importance of truth or responsibility. A moment later, the
child tells the parent that a debt collector has just called on the phone, and the parent casually
says: “Tell him I’m not home.”

Imagine something that happens frequently in a company: We don’t look away from the
computer while talking to a colleague we “respect”, and saying something like: “I’m not looking
at you, but I’m paying attention.”

3. There is great social pressure in favor of “anti-values”

In a society that over-stimulates consumption, citizens end up being valued more for what they
have than for what they are as individuals. As a result, appearance, or power often become
higher values than responsibility, and we end up saying that “the end justifies the means.”

When we talk about the formation of values, or when we demand them that certain values be
adopted, we need to do so with a certain amount of humility. Values are reflected even in
peoples’ most casual behavior, and many of these behaviors are little more than habits, at times
adopted unconsciously.

In this sense, values can be much more useful as a guide for the members of a work team or a
family, when they are defined as leading to concrete, desirable behaviors.

A way to define values

The way values are defined in an organization can also be used to

put them into practice. If they’re only words and generic
concepts, they’re much less useful in practice than when they’re
defined in terms of attitudes, behaviors and specific actions.

This is because each of us, through our daily behavior, provides a

particular value with a specific meaning.

For example, when an organization defines honesty as a value, it

doesn’t offer its members a clear guide to the specific behaviors
implicit this value.

For example, one assume that members of a team will associate

honesty with telling the truth and not stealing. However, it isn’t
common to associate honesty with offering all that we can deliver, with acting preventively, or
with recognizing a mistake.
The organizations that benefit the most from applying values as a managerial tool translate them
into codes of conduct, with precise indications regarding the attitudes and actions that favor the
culture of the organization or community according to its interests.

Thus, values serve as a practical guide for the decisions we make every day at work. They help
us identify what to do in each situation. Otherwise, the internal credibility of the organization, its
leadership and its culture weaken, giving rise to a crisis of values.

Principles must be well differentiated from the objectives of the organization in order to be better
understood as desirable behaviors. This confusion occurs frequently.

Values define objectives and point to the actions necessary to achieve them. Objectives can be
flexible at a given point in time, but principles are immutable

Values should be like the columns supporting a building. Inside, we can make all the changes
required, but we never move its foundations.

Leaders at all levels and areas of the organization are responsible for defining values. Heads of
organizations, bosses, supervisors or coordinators, must be aware that everything they do or not
do communicates the values of the organization to the rest of the team.

The other members of the organization are responsible for knowing the values of that
community. If necessary, they must investigate and ask their immediate supervisors. The
responsibility of understanding and implementing them is a value in and of itself.

We must remember that to define values, practice is more important than theory. What we do is
more important than what we say, and this is valid for individuals as well as for organizations.

The formation of values

We start forming values in our childhood. First we learn to
appreciate things that fulfill our basic needs, but we value
especially those people that provide them to us. Their behavior
towards us becomes the main reference of what is valuable.

Thus, our character and personality are molded through the

attitudes and behavior of the people who raise us, whether
they’re our parents or other relatives. Their behaviors determine
in large part what will subsequently become our most important
beliefs and principles.

We learn to value the substance and the form of everything they

say and do, and what they don’t say and don’t do. Each gesture
or comment affects how we learn to make choices We also learn
to differentiate between the theory and practice of values. The
latter is what marks us the most.

So the consistency and coherence of our parents’ behavior is what strengthens our formation. If
they practice what they preach, our personality will be stronger than if they don’t.

Later, when we are students, we start feeling social pressures and the pressure of values that are
different from ours, as we relate to other people. The strength of the values formed through our
parents is put to the test.

Values are often confused with habits, and many parents hope that school will form the values
that were not instilled at home. This is not possible, because school does not fulfill the basic
needs of life… that is the responsibility of those who raise us.

Teachers, leaders, and value models at school can reinforce what was formed at home, but they
cannot replace them. If the convictions formed at home are not solid, they will soon be exposed
to an intense social competition against other beliefs.

Why is it so difficult to form values? Because, unlike norms, values are convictions; they are
behaviors we gladly decide to follow and produce satisfaction. We can follow norms against our
will, but values have the support of our will. We have learned their importance due to the
benefits they produce, individually and collectively.

Those who play a leadership role in our lives are most powerful at conveying to us their values.
They are our parents, elder siblings, grandparents, some relatives, teachers, peers we admire,
professors, and bosses.
However, to convey something, we must first possess it. Values are only conveyed through the
example of our daily attitudes and behaviors. They can seldom be formed by explaining them or
through a list of what is considered correct or incorrect. Memorizing their theoretical meaning
does not guarantee their implementation.

Module 2: Values clarification

“Try not to become a man of success but rather try to

become a man of value.” - Albert Einstein
Core Values in our life

values are the guiding principles that dictate behavior and action. Core values
can help people to know what is right from wrong; they can help companies to
determine if they are on the right path and fulfilling their business goals; and
they create an unwavering and unchanging guide. There are many different
types of core values and many different examples of core values depending
upon the context.

Core values are the fundamental beliefs of a person or organization. The core

There are countless types of core values, so you will need to choose and
clarify the ones that are right for you and which is very close to you, this is
called the value clarification.

Here are some examples of core values

• Dependable
• Reliable
• Loyal
• Committed
• Open-minded
• Consistent
• Honest
• Efficient
• Innovative
• Creative
• Humorous
• Fun-loving
• Adventurous
• Motivated
• Positive
• Optimistic
• Inspiring
• Passionate
• Respectful
• Athletic
• Fit
• Courageous
• Educated
• Respected
• Loving
• Nurturing
• Resilience
• Harmony
• Integrity

Values clarification
Read the following scenarios and rate your reactions by ticking the box which best defines your
reaction.

Scenario 1

Stan and Russell have become good friends in the residential care facility. They enjoy each
other’s company and like to read pornographic magazines together. Stan usually buys the
magazines, but one month Stan did not come into the hostel for care as he usually did. Russell
wanted some new pornos to read so he asked Penny the care worker to buy him some magazines.
She agreed and brought some for him.
What do you think about Penny doing this for Russell?

I think this is not okay.

I am undecided.

I think this is okay.

Scenario 2

Wayne is a 49 year old volunteer at an aged care home. He is an Anglo-Australian, with a

disability. He works with Anh, the recreation officer. She Vietnamese and is 20 years old.
Wayne and Anh have been going out together and Wayne has told Anh that he loves her. How
do you feel about Anh and Wayne being partners?
Rate your feeling according to their ages:

I think this is not okay.

I am undecided.

I think this is okay.

Rate your feeling according to their cultural backgrounds:

I think this is okay.

I think this is not okay.

I am undecided.
Rate your feeling according to the fact they work together:

I think this is not okay.

I am undecided.

I think this is okay.

Scenario 3

Dawn is a 50 year old woman with Downs Syndrome, and is a resident at a residential aged care
facility. She masturbates in the common lounge area at the facility. She needs to be shown a
private place to do this and it is your role to take her to a private room, next time she is
masturbating. How do you feel about this?
Rate your response according to the factor of Dawn masturbating:

I am undecided.

I think this is okay.

I think this is not okay.

Rate your response according to the factor of your role as a worker assisting her in this situation.

I am undecided.

I think this is okay.

I think this is not okay.

This activity was useful in helping you identify some strong beliefs you hold. It is good for you
to be able to reflect on these and think how they might impact on your role as a care worker. For
example, if you think that all older people and people with disabilities have a right to express
their sexuality, regardless of the way they choose do that, you will want to ensure their privacy
and dignity is respected. Remember, clients have a right to receive a professional service
regardless of the attitudes, beliefs and values they hold.
After answering the questions, you might find it useful to revisit your answers and identify where
your attitudes have come from. This will help in preventing your personal attitudes from
impacting on the way you work with clients.
What is a belief?
Beliefs come from real experiences but often we forget that the original experience is not the
same as what is happening in life now. Our values and beliefs affect the quality of our work and
all our relationships because what you believe is what you experience. We tend to think that our
beliefs are based on reality, but it is our beliefs that govern our experiences.
The beliefs that we hold are an important part of our identity. They may be religious, cultural or
moral. Beliefs are precious because they reflect who we are and how we live our lives.

Pre-existing beliefs
As a care worker in the community services industry, the pre-existing beliefs you may have
could be related to stereotypes that have developed for you around issues like sexuality, alcohol
and other drugs, ageing and disabilities, independence, health, the rights of people, your idea of
health and what it’s like to be older and/or disabled.
These stereotypes could affect the way you interact and work with clients. This is because you
have assumptions about what your clients can and can’t do for themselves, the way they should
think about issues and what is best for them. If you make assumptions as a worker then you are
denying clients their rights, respect and dignity. As a worker this would be regarded as a breach
in your duty of care towards clients.
The need for older people and people with disabilities to express their sexuality does not
necessarily diminish over time. The desire for intimacy can in fact intensify. The development of
new relationships may occur as a result of living in a residential care setting or as people’s social
networks change over time. The right to express sexuality is a quality of life issue and is part of
one’s self-identity. The way people choose to express their sexuality may change over time in a
variety of ways. Intimate relationships enhance a person’s quality of life and contribute to their
feelings of well being. As a care worker it is important to respect a person’s right to express their
sexuality in a way which is appropriate for them.

Resilient
Resilient people are those who face setbacks but ultimately, with perseverance, recover from
them. Try and be strong and face life’s difficulties as challenges; respond accordingly with
action, rather than with fear, self-pity, inferiority or blame. While life can be very challenging, an
important step in becoming more resilient is to develop the habit of positive self talk and to
remind yourself that you are strong and can grow stronger and wiser as you handle life’s
challenges.

Ten Ways to Become More Resilient

1. Build Positive Beliefs in Your Abilities

2. Find a Sense of Purpose in Your Life
3. Develop a Strong Social Network
4. Embrace Change
5. Be Optimistic
6. Nurture Yourself

7. Develop Your Problem-Solving Skills

8. Establish Goals

9. Take Steps to Solve Problems

10. Keep Working on Your Skills

Module 3:

Defining Values, Morals, and Ethics

Values are our fundamental beliefs. They are the principles we use to define that which is
right, good and just. Values provide guidance as we determine the right versus the wrong, the
good versus the bad. They are our standards.

Consider the word “evaluate”. When we evaluate something we compare it to a standard. We

determine whether it meets that standard or falls short, comes close or far exceeds. To evaluate is
to determine the merit of a thing or an action as compared to a standard.

Typical values include honesty, integrity, compassion, courage, honor, responsibility, patriotism,
respect and fairness.

Morals are values which we attribute to a system of beliefs, typically a religious system, but it
could be a political system of some other set of beliefs. These values get their authority from
something outside the individual- a higher being or higher authority (e.g. society). In the
business world we often find ourselves avoiding framing our ethical choices in moral terms for
fear that doing so might prove offensive (lacking in respect or compassion) to some. Many of us
find our values are strongly influenced by our sense of morality - right as defined by a higher
authority. Yet we refrain from citing that authority because doing so may seem less rational and
more emotional to others who do not share our belief system. The lack of public reference to
morals does not diminish the power of moral authority. Avoiding a morality-based rationale is a
social convention and one that is not universally practiced.

By that definition one could categorize the values listed above (honesty, integrity, compassion
…) as “moral values” - values derived from a higher authority. That is a convenient way to
differentiate them from what are often called utilitarian or business values, such as excellence,
quality, safety, service, which define some elements of right and good in a business context.
Ethics is about our actions and decisions. When one acts in ways which are consistent with our
beliefs (whether secular or derived from a moral authority) we will characterize that as acting
ethically. When one’s actions are not congruent with our values - our sense of right, good and
just - we will view that as acting unethically.

Defining what is ethical is not an individual exercise however. If it were then one could have
argued that what Hitler did was ethical since his actions conformed to his definition of right, fair
and good. The ethics of our decisions and actions is defined societally, not individually.

If society is dominated by a single religious or cultural belief system, as is the case in some
countries, then what is ethical and what is moral may be defined as the same thing. In societies
where there is not a monolithic belief system there can be very wide differences in opinion in
society as to whether a given action is ethical (or moral).

Consider several of the long-standing national debates that are going on in the United States.
Often the controversy is the result of people coming to a question from different moral positions
or from different values. Take the very difficult question of abortion. If your religious belief
system defines abortion as taking a life then you cannot be ethical (acting in ways that are
consistent with your values) and support the position that abortion is a woman’s individual
choice. If your personal value system holds that control of one’s body is an inviolable personal
right then the idea that others - individually or collectively - can impose their will on you is
antithetical to that right.

Culturally we also see differences as to how values are defined. In US society we stand against
nepotism. We believe that a concern for fairness to all employees demands that large businesses
protect their employees from the unfairness inherent in the situation where an individual
supervisors a member of his or her immediate family. The concern is for the inevitability of
preferential treatment and/or the inappropriate sharing of personal/confidential information about
others in the workplace. Fairness demands that nepotism not be tolerated. In the Arab world,
nepotism is often viewed as an illogical concern. The cultural obligation to look after one’s
family outweighs other concerns. Of course one would favor family. That is what family does.
That is the right thing to do.

While I am not arguing that ethics is “situational” I am arguing that while we may agree on
values, we may disagree as to which values apply or which actions best satisfy those values. Is it
fair to treat each employee identically (equality) or is it fair to treat each employee according to
his or her needs (equity)? In our society we argue both.

And of course we have ethical dilemmas, where the choice is not between what we believe to be
right and what we believe to be wrong, but between competing rights. The classic case: “Is it
ethical to steal a loaf of bread to feed a starving child.” The answer, “It depends.” But that is
another article.

The ethics, morals, values distinction

It is impossible to talk of ethics without first considering some complementary and related terms.
The three terms: ethics, morals, values are easily confused. For the purposes of this web site,
they are defined as follows:

ethics describes a generally accepted set of moral principles

morals describes the goodness or badness or right or wrong of actions
values describes individual or personal standards of what is valuable or important.
Problems may arise where individuals allow their personal values to interfere with their actions,
thereby potentially bringing their actions into conflict with stated ethical standards.

For example, a community worker may consider that it is in the best interests of their client to
breach the client’s confidence, leading to a breach of a set standard of confidentiality such as
prescribed by a code of ethics, a code of conduct or a legal obligation. The reason for the breach
may have been value-based and thereby will not satisfy proper and accepted standards for
breaching confidence even though the community worker thought it acceptable or even
mandatory. This highlights how our individual values can intrude into our professional lives and
potentially cause us to ignore ethical obligations and duties. In other words, our values may
cause us to ignore a code of ethics. This is an example of the conflict between worker's values
and client’s interests.

It may be possible that an organisation can have policies or procedures that conflict with the
rights of clients in a general way, the ethical or conduct requirements of their workers or general
principles of ethical practice. For example, an organisation that operates from a particular
philosophical or political basis such as one that is operated by a church or local government
authority may find that its institutional values do not always accord with worker or client
interests. This is the conflict between institutional values and client’s interests or institutional
values and worker’s interests.

Module 4:

Ethical Decisions: A 7-Step Path

Read these 7 steps to help you make ethical distinctions between competing options when you
are faced with a difficult choice.

Making ethical choices requires the ability to make distinctions between competing options.
Here are seven steps to help you make better decisions:

1. Stop and think: This provides several benefits. It prevents rash decisions, prepares us for
more thoughtful discernment, and can allow us to mobilize our discipline.
2. Clarify goals: Before you choose, clarify your short-term and long-term aims. Determine
which of your many wants and "don't wants" affected by the decision are the most
 important. The big danger is that decisions that fullfill immediate wants and needs can
prevent the achievement of our more important life goals.
3. Determine facts: Be sure you have adequate information to support an intelligent choice.
To determine the facts, first resolve what you know, then what you need to know. Be
prepared for additional information and to verify assumptions and other uncertain
information. In addition:
o Consider the reliability and credibility of the people providing the facts.
o Consider the basis of the supposed facts. If the person giving you the information
says he or she personally heard or saw something, evaluate that person in terms of
honesty, accuracy, and memory.
4. Develop options: Once you know what you want to achieve and have made your best
judgment as to the relevant facts, make a list of actions you can take to accomplish your
goals. If it's an especially important decision, talk to someone you trust so you can
broaden your perspective and think of new choices. If you can think of only one or two
choices, you're probably not thinking hard enough.
5. Consider consequences: Filter your choices to determine if any of your options will
violate any core ethical values, and then eliminate any unethical options. Identify who
will be affected by the decision and how the decision is likely to affect them.
6. Choose: Make a decision. If the choice is not immediately clear, try:
o Talking to people whose judgment you respect.
o Think of a person of strong character that you know or know of, and ask your self
what they would do in your situation.
o If everyone found out about your decision, would you be proud and comfortable?
o Follow the Golden Rule: treat others the way you want to be treated, and keep
your promises.
7. Monitor and modify: Ethical decision-makers monitor the effects of their choices. If
they are not producing the intended results, or are causing additional unintended and
undesirable results, they re-assess the situation and make new decisions.

The Benefits & Importance of Ethics in the Workplace

The Ethics Resource Center reports that non-unionized employees perceive stronger ethical
cultures within their organizations than their unionized counterparts. The non-profit organization
also reports that young workers are more likely to perceive weak ethical cultures within their
companies than older ones. Managers also tend to value stronger ethical cultures than employees
in non-management positions. It is your duty as a manager to incorporate and manage a strong
ethical culture within your business. Workplace ethics are significant to your business and
provide numerous benefits.
• Asset Protection
A strong ethical culture within your business is important in safeguarding your assets.
Employees who abide by your workplace ethics would be able to protect and respect your
business’s assets. For example, they would avoid making personal long distance calls using the
business’s lines. Workers can only respect company property when you treat them with respect
and dignity, which makes them feel proud to be working for your business. Ensure that your
workers perform in an environment with integrity and strong ethics. It increases employee pride
and discourages them from stealing supplies or equipment.
 • Productivity and Teamwork
Workplace ethics is integral in fostering increased productivity and teamwork among your
employees. It helps in aligning the values of your business with those of your workers.
Achieving this alignment requires that you encourage consistent dialogue regarding the values of
your business, which enhances community, integrity and openness among employees. Ethics
enable your workers to feel a strong alignment between their values and those of your business.
They show such feelings through increased productivity and motivation.

• Public Image
You earn a lot of respect and cultivate a strong image in the public domain when you make
ethical choices. For instance, you can fulfill your corporate social responsibility by reducing
waste discharge from your business. The public would consider your business to be operating
with honor and integrity while valuing people over profits. Building a strong public image
through ethical conduct also earns you more clients. Customers would develop trust in you and
do business with your organization.

• Decision-Making

Ethical conduct in the workplace encourages a culture of making decisions based on ethics. It
also enhances accountability and transparency when undertaking any business decisions. During
turbulent times, a strong ethical culture guides you in managing such conflicts by making the
right moves. It can help you to introduce change successfully in your organization, which can be
a challenge. Ethical conduct within the business sensitizes you and your staff on how to act
consistently even in difficult times.

Values and culture in ethical decision making

Ethical standards are the standards of our environment that are acceptable to most people. In the
western world these standardsare, in large part, based on Judeo-Christian principles.Generally
referred to as mores, ethical standards are what the majority accepts as good, and the way they
behave without imposed rules and regulations.Within our societal structure, sanctions are often
imposed on those who fail to follow ethical standards, and laws dictate consequences for those
found guilty of unethical behaviors.

Ethical thinking involves the intricate process used to consider the impact of our actions on the
individuals or institution we serve. While most decisions are routine, we can unexpectedly face
an ethical dilemma when unusual situations occur suddenly for which an immediate response is
needed.

The foundation of ethical decision-making involves choice and balance; it is a guide to discard
bad choices in favor of good ones. Therefore, in making ethical decisions, one of the first
questions to consider is 'what a reasonable man would do in this situation?'For tougher decisions,
advisors may find three rules of management helpful (Hojnacki, 2004).

1. The Rule of Private Gain. If you are the only one personally gaining from the situation,
is it is at the expense of another? If so, you may benefit from questioning your ethics in
advance of the decision.
2. If Everyone Does It. Who would be hurt? What would the world be like? These
questions can help identify unethical behavior.
3. Benefits vs. Burden. If benefits do result, do they outweigh the burden?

When people work closely together on a project, individuals tend to take on the core values of
the group. Individuals within a group often compromise their own values in favor of those held
by the group. Because of this, groups should usethe three rules of management toassess whether
their organizational decisions are ethical. Since group dynamics are an increasingly vital measure
of organizational success, and standards of behavior are viewed within the context of profit and
integrity, it is imperative that the group conceptualize the impact of their decisions.

To be truly comprehensive, advisor development programs must address ethics and the role
culture and values play in ethical decision-making. Our institutions have become more diverse.
This is true in regard to easily recognizable differences, such as race and age, but also in terms of
hidden differences, such as culture and disability. Care must be given to the reexamination of
values and perspective,and how these influence so many ethical dilemmas.

We must understand that values are acquired in childhood and manifest themselves on our
campuses as permanent perceptions that shape and influence the nature of our behaviors. Values
involve emotion, knowledge, thought, and ultimately choice of response. Values vary between
individuals and, because values govern behavior, they color the way individuals view and
respond to their world. It is important to understand the impact values have on choice. While
values can, and do, change over time, they represent a significant component of personality. It is
through individual values that culture is defined, and provides broad social guidelines for
desirable standards. Generally described as normal societal standards, or norms, values influence
how people make choices.

When working with people, it is imperative that we appreciate that each person's intrinsic values
are different. Because values are so ingrained, we are not often aware that our responses in life
are, in large part, due to the values we hold andare unique to our own culture and perspective.
Furthermore, we seldom reflect on the fact that the people with whom we associate hold their
own unique set of values that may be different from our own. Advisors need to be aware that,
like their students, they bring their own set of values to the advising session. Thus advisors must
be aware of, and open to, these differences in values as they work within their institution's
regulations and standards. Sometimes these are, or seem to be, conflicting.

Students are often developing their decision-making processes and may question the values held
by their families and society. In our multi-cultural environment, ethical standards need to be
addressed in advising situations and in our classrooms so that conduct can be understood and
ethical challenges avoided. For example, plagiarism is an issue frequently addressed on North
American campuses. We assume that our students have a common understanding of the issues
involved, and have learned the requirements for appropriately citing sources. However students
from cultures where vast memorization is expected or knowledge is considered common
ownership often do not recognize that papers presented in our institutions must include proper
citation of thoughts borrowed from others.

In "What is Ethical Behavior for an Academic Adviser?" (Buck, et al., 2001), the authors explain
three continua of moral behavior. Advisors should locate their comfort zone along each of the
following ethical continua and steer clear of either extreme:

• Neutral vs. prescriptive. Those who operate in a neutral mode are reluctant to tell
students what to do, preferring instead to let students discover the appropriate action with
minimal guidance. On the other end of this continuum, a prescriptive advisor uses the
authority of the position to express opinions and make recommendations.
• Encouraging vs. discouraging. On one extreme, advisors look for ways to give positive
messages to students while withholding any criticisms. Advisors in the other extreme
look for opportunities to chastise or dwell on negative consequences of student behaviors.
• Judgmental vs. nonjudgmental. This continuum only exists within the advisor, not in
the advisor's interactions with students. Judgmental advisors scrutinize everything,
accepting nothing at face value. Nonjudgmental advisors accept what students or
colleagues tell them without criticism (Buck, et al., 2001).

To be ethically successful, it is paramount that we understand and respect how values impact our
social environment. How we perceive ourselves and operate within our environment is of such
importance that institutions establish rules of ethical behavior that relate to practice. Institutions
that examine power and responsibility, and audit their ethical decisions regularly, develop
employees that function with honesty and integrity and serve their institution and community.

Without the emphasis on ethics, organizations can miss the opportunity to reinforce
responsibility for their internal and external environment. This failure can lead to an outcry of
negative public opinion, or even worse, legal issues. The measure of ethical success within
institutions of higher learning has always been important, but no more so than in today's
environment of regulatory and public scrutiny. Advisors, as a part of their institution, are
accountable to it in a legal and moral sense.It is important that advisors operate within the
constraints of ethical standards. We do a disservice to ourselves, our students, our institutions,
and our profession if we do not address these issues regularly.

5 Ways To Reduce Corruption:

The question again arises – how to control this increasing corruption in our country? There are
several bodies that are working for a corruption free system. Here are suggested some of the
tools to reduce corruption:

1. The first tool is ‘education’. With the help of education we can reduce corruption. According
to a report by Transparency International, the least corrupt state is Kerala, the reason being that
Kerala’s literacy rate is highest in India. So we can see how education effects education. In most
of the states, normally a fairly large number of people are uneducated. Those who are
uneducated do not know about the process, provisions and procedures through which they can
get justice. Corrupt public servants try to make a fool of them and often demand bribes. It is due
to unawareness in the field of law, public rights and procedures thereof that a common and an
uneducated suffer out of the corrupt society. This suggests that if we are educated, we can
understand our rights well.

2. We need to change the government processes. If the members of the governing body are
government officials, there will certainly be less reports of the criminal cases. The reverse may
be possible only when there are no more criminal politicians in our government. The provision is
that, if there is any case filed against a person then he would not be eligible for election. But if
we see 100 politicians then about 60% of those would have a criminal case against them. If these
‘criminal’ politicians are in charge of forming and implementing laws, what type of law would
be formed, one can only guess! Thus during election, we should keep in mind the person for
whom we shall not vote. In India there is a provision that no person as a criminal shall be
allowed as a Member of Parliament or member of legislative. Unfortunately a fairly large
number of them are a part of it.

3. We can reduce corruption by increasing direct contact between government and the
governed. E-governance could help a lot towards this direction. In a conference on, “Effects of
Good Governance and Human Rights“ organised by National Human Right Commission, A. P.
J. Abdul Kalam gave an example of the Delhi metro rail system and online railway reservation as
good governance and said that all the lower courts should follow the example of the Supreme
Court and High Court and make judgements available online. Similarly, Sivraj Patil said that the
Right to information should be used for transparency. We have legal rights to know a lot
of information. According to this act, (Right to Information act 2005), generally people should
follow the procedure of law given to then when their work is not being implemented in a proper
way in public services. This act is a great help in the order to control corruption.

4. Lack of effective corruption treatment is another reason. That means, instruments which are
in use, are not running properly. Despite the Prevention of Corruption Act 1988, corruption is
still flourishing. Why? Because of weak actions and proceedings towards corrupt people. People
don’t have any fear of this act and the court. The act may thus be revised for its better
implementation.

5. Lack of transparency and professional accountability is yet another big reason. We

should be honest to ourselves. Until and unless we will not be honest, we can’t control
corruption. If each of us is honest towards our profession, then corruption will automatically
decrease. We need to pay attention towards professional accountability i.e., how much we are
faithful and truthful towards our profession. Corruption may be controlled by handling five
major professions: lekhpal, medical, revenue, police and judicial.

Module 5:
Personal Core Values

“Try not to become a man of success but rather try to

become a man of value.” - Albert Einstein

Values are beliefs or convictions that guide and direct my behavior and support my purpose and
vision. My values define who I am.

In thinking back over my life, challenges and issues that I would consider to be detrimental to
my development, personally and professionally, came in times when I was out of integrity with
my values. Conversely, those times of expanded growth occurred when I was aligned and living
into the integrity of my values.

What I have noticed through my extensive coaching experience is that there is often a significant
gap between how people perceive their values and how they live their lives.

One must either be aligned and in integrity with their values or be willing to discard and replace
them with the true values that are congruent with their life. Once you have clearly defined,
articulated and expressed your values, you will then have access to living a profound life of
integrity.

This is absolutely critical and fundamental to living a life of meaning and purpose, which
invariably creates joy, inner peace, contentment and fulfillment. Values provide guidance,
direction, meaning and purpose in life. By understanding and living in integrity with your
values, you start to understand “Who am I”.

In my coaching I teach people how to live authentically by assisting them in identifying, defining
and living into their personal values.

My personal core values are:

1. Integrity:

I am committed to honoring and managing the integrity of my word by being my word in

action. I treat integrity as if it is the only option, as in the final analysis, it is.
Integrity is the internal compass that provides me with guidance and direction by
living into the integrity of my values.

2. Authenticity:

I am committed to bringing forth my authentic self by being real and honest with myself
and others, by owning my vulnerabilities and accepting my humanness.
I am open, transparent, vulnerable and courageous in self-disclosing and sharing with
others who I am.
3. Compassion:

The essence of my coaching is generated from a place of compassion, being genuinely

concerned for others by being kind, empathetic, caring, sensitive, patient, humble and
understanding.

4. Courage:

I am committed to having the courage and conviction of being and doing what is integral
for me, by taking risks, being bold and unreasonable by asking more of myself than I
ask of others.

5. Truthfulness:

I am committed to truthfulness by authentically expressing and self-disclosing with

honesty and not withholding.
I am committed to being open and sincere, with no disguise or secrets and sharing my
truth with love, compassion, kindness, understanding, empathy and humility.

6. Trust:

I am committed to trust by being congruent, impeccable and in alignment with my

thoughts, words and actions through my commitments, agreements and promises.
I am committed to building trust by being believable, dependable and reliable, by seeking
feedback, listening attentively and being open, vulnerable and supportive of others.
To the degree that I trust myself (self-trust) is the degree that others trust me and that life
opens up for me. Without trust I cannot have integrity.

7. Personal Development & Human Potential

I am committed to constantly bring forth change within myself by striving to be the

highest expression of myself.
Through my own personal insights, experiences, learnings, knowings and understandings,
I am committed to teaching others how to reinvent and become the highest authentic
expression of themselves.

8. Authentic Love:

I am committed to authentic love through compassion, kindness, acceptance, patience,

understanding, forgiveness, selflessness and humility.
I am committed to bringing forth authentic love by having integrity, honesty, and
truthfulness in living into my values.

“Values are not like laws – you cannot break them.

You can only break yourself against them” – Mark Wright
Professional Values-Work ethics, respect for others
Here is a List of the Top 10 Values Employers Look for in Employees

1. Strong Work Ethic

Employers value employees who understand and possess a willingness to work hard. In addition
to working hard it is also important to work smart. This means learning the most efficient way to
complete tasks and finding ways to save time while completing daily assignments. It’s also
important to care about your job and complete all projects while maintaining a positive attitude.
Doing more than is expected on the job is a good way to show management that you utilize good
time management skills and don’t waste valuable company time attending to personal issues not
related to the job. Downsizing in today’s job market is quite common so it’s important to
recognize the personal values and attributes employers want to improve your chances of job
security should a layoff occur.

2. Dependability and Responsibility

Employers value employees who come to work on time, are there when they are suppose to be,
and are responsible for their actions and behavior. It’s important to keep supervisors abreast of
changes in your schedule or if you are going to be late for any reason. This also means keeping
your supervisor informed on where you are on all projects you have been assigned. Being
dependable and responsible as an employee shows your employer that you value your job and
that you are responsible in keeping up with projects and keeping them informed of the things that
they should know about.

3. Possessing a Positive Attitude.

Employers seek employees who take the initiative and have the motivation to get the job done in
a reasonable period of time. A positive attitude gets the work done and motivates others to do the
same without dwelling on the challenges that inevitably come up in any job. It is the enthusiastic
employee who creates an environment of good will and who provides a postive role model for
others. A positive attitude is something that is most valued by supervisors and co-workers and
that also makes the job more pleasant and fun to go to each day.

4. Adaptability

Employers seek employees who are adaptable and maintain flexibility in completing tasks in an
ever changing workplace. Being open to change and improvements provides an opportunity to
complete work assignments in a more efficient manner while offering additional benefits to the
corporation, the customer, and even the employee. While oftentimes employees complain that
changes in the workplace don’t make sense or makes their work harder, oftentimes these
complaints are due to a lack of flexibility.

Adaptability also means adapting to the personality and work habits of co-workers and
supervisors. Each person possesses their own set or strengths and adapting personal behaviors to
accommodate others is part of what it takes to work effectively as a team. By viewing change as
an opportunity to complete work assignments in a more efficient manner, adapting to change can
be a positive experience. New strategies, ideas, priorities, and work habits can foster a belief
among workers that management and staff are both committed to making the workplace a better
place to work.

5. Honesty and Integrity

Employers value employees who maintain a sense of honesty and integrity above all else. Good
relationships are built on trust. When working for an employer they want to know that they can
trust what you say and what you do. Successful businesses work to gain the trust of customers
and maintain the attitude that “the customer is always right”. It is the responsibility of each
person to use their own individual sense of moral and ethical behavior when working with and
serving others within the scope of their job.

6. Self – Motivated

Employers look for employees who require little supervision and direction to get the work done
in a timely and professional manner. Supervisors who hire self-motivated employees do
themselves an immense favor. For self-motivated employees require very little direction from
their supervisors. Once a self-motivated employee understands his/her responsibility on the job,
they will do it without any prodding from others. Employers can do their part by offering a safe,
supportive, work environment that offers employees an opportunity to learn and grow. Working
in a supportive work environment and taking the intitiative to be self-directive will provide
employees with a better sense of accomplishment and increased self-esteem.

7. Motivated to Grow & Learn

In an everchanging workplace, employers seek employees who are interested in keeping up with
new developments and knowledge in the field. It has been noted that one of the top reasons
employees leave their employers is the lack of opportunity for career development within the
organization. Learning new skills, techniques, methods, and/or theories through professional
development helps keep the organization at the top of its field and makes the employee's job
more interesting and exciting. Keeping up with current changes in the field is vital for success
and increased job security.

8. Strong Self – Confidence

Self-confidence has been recognized as the key ingredient between someone who is successful
and someone who is not. A self – confident person is someone who inspires others. A self-
confident person is not afraid to ask questions on topics where they feel they need more
knowledge. They feel little need to have to impress others with what they know since they feel
comfortable with themselves and don’t feel they need to know everything.

The self-confident person does what he/she feels is right and is willing to take risks. Self-
confident people can also admit their mistakes. They recognize their strengths as well as their
weaknesses and are willing to work on the latter. Self-confident people have faith in themselves
and their abilities which is manifested in their positive attitude and outlook on life.

9. Professionalism

Employers value employees who exhibit professional behavior at all times. Professional behavior
includes learning every aspect of a job and doing it to the best of one’s ability. Professionals
look, speak, and dress accordingly to maintain an image of someone who takes pride in their
behavior and appearance. Professionals complete projects as soon as possible and avoid letting
uncompleted projects pile up. Professionals complete high quality work and are detail oriented.
Professional behavior includes all of the behavior above in addition to providing a positive role
model for others. Professionals are enthusiastic about their work and optimistic about the
organization and its future. To become a professional you must feel like a professional and
following these tips is a great start to getting to where you want to go.

10. Loyalty

Employers value employees they can trust and who exhibit their loyalty to the company. Loyalty
in the workforce has taken on a new meaning. Gone are the days when employees plan on
starting out and retiring with the same company. It is said that most people will hold between 8 –
12 jobs throughout their career. What does this mean in terms of loyalty in today’s workforce?

Companies offering employee growth and opportunity will ultimately gain a sense of loyalty
from their employees. Employees today want to feel a sense of satisfaction in their jobs and will
do a good job when they feel that the employer is fair and wants to see them succeed. Although
this may mean only staying for five or ten years in a position, employees can offer loyalty and
make an important contribution during their time with the company.

More companies today encourage employee feedback and offer employees an opportunity to lead
in their area of expertise. This gives employees a greater sense of satisfaction and a sense of
control over their job. Empowerment encourages employees to do their best work since
companies are displaying a trust and expectation that they believe in their employees to do a
good job.

Offering jobs that encourage learning and the development of new skills also gives employees a
sense of empowerment in the workplace. Aligning an employees values with the goals of the
organization will foster loyalty and a bond between employer and employee. Fostering good
relationships within an organization and offering constructive ways to handle conflict provides a
win – win situation for both employer and employee. Creating an organization that values loyalty
within the organization can also work to its benefit by using the same techniques and strategies
to establish loyalty with customers; and loyatly from customers ultimately makes for a successful
business.
The Resilience Scale™ (RS™)

Please read the following statements. To the right of each you will find seven numbers, ranging from "1"
(Strongly Disagree) on the left to "7" (Strongly Agree) on the right. Click the circle below the number which
best indicates your feelings about that statement. For example, if you strongly disagree with a statement,
click the circle below "1". If you are neutral, click "4", and if you strongly agree, click "7", etc. You must
answer every question to submit the test for scoring.
Strongly Strongly
Disagree Agree

1 2 3 4 5 6 7
1. When I make plans, I follow through with them.

1 2 3 4 5 6 7
2. I usually manage one way or another.

1 2 3 4 5 6 7
3. I am able to depend on myself more than anyone else.

1 2 3 4 5 6 7
4. Keeping interested in things is important to me.

1 2 3 4 5 6 7
5. I can be on my own if I have to.

1 2 3 4 5 6 7
6. I feel proud that I have accomplished things in life.

1 2 3 4 5 6 7
7. I usually take things in stride.

1 2 3 4 5 6 7
8. I am friends with myself.

1 2 3 4 5 6 7
9. I feel that I can handle many things at a time.

1 2 3 4 5 6 7
10. I am determined.

1 2 3 4 5 6 7
11. I seldom wonder what the point of it all is.

1 2 3 4 5 6 7
12. I take things one day at a time.
 1 2 3 4 5 6 7
13. I can get through difficult times because I've experienced difficulty before.

1 2 3 4 5 6 7
14. I have self-discipline.

1 2 3 4 5 6 7
15. I keep interested in things.

1 2 3 4 5 6 7
16. I can usually find something to laugh about.

1 2 3 4 5 6 7
17. My belief in myself gets me through hard times.

1 2 3 4 5 6 7
18. In an emergency, I'm someone people can generally rely on.

1 2 3 4 5 6 7
19. I can usually look at a situation in a number of ways.

1 2 3 4 5 6 7
20. Sometimes I make myself do things whether I want to or not.

1 2 3 4 5 6 7
21. My life has meaning.

1 2 3 4 5 6 7
22. I do not dwell on things that I can't do anything about.

1 2 3 4 5 6 7
23. When I'm in a difficult situation, I can usually find my way out of it.

1 2 3 4 5 6 7
24. I have enough energy to do what I have to do.

1 2 3 4 5 6 7
25. It's okay if there are people who don't like me.

© 1987 Gail M. Wagnild & Heather M. Young. Used by permission. All rights reserved. "The Resilience Scale"
an international trademark of Gail M. Wagnild & Heather M. Young.

Scores Interpretation

Very Low 25-130

Your resilience level is very low but this doesn’t mean you have zero resilience. Everyone is
resilient to some degree. Others with your score have reported high levels of depression, anxiety,
unmanaged stress, lack of self-confidence and much discouragement. You can strengthen your
resilience and doing so will make a significant and positive change in your life. There are many
articles on this website that may help so check back frequently for more helpful information.

Mod High 131-160

Your resilience level is moderate; neither high nor low. You have many characteristics of
resilience and can build on those to keep strengthening your resilience. Others with your score
have reported dissatisfaction and a sense of imbalance in some areas of their life while other
areas are good. You can strengthen your resilience and doing so will make a significant and
positive change in your life. There are many articles on this website that may help so check back
frequently for more helpful information.

Very High 161-175

Your resilience level is high, which means that you are doing very well in almost all aspects of
resilience. Others with your score report that they are rarely if ever depressed or anxious about
their lives. Stress is manageable. Anxiety is low. Life is good. You will want to keep your
resilience strong; it takes practice. There are many articles on this Website that may help so
check back frequently for more helpful information.

Activity:

50 Questions for Self-Exploration

When You Know Yourself You Are Empowered. When You Accept Yourself You Are
Invincible.

Asking yourself questions is a great way to move into self-discovery and personal growth. As we
grow and change, our answers will too.
There are endless questions to choose from. Here are some to help you get started. It may help to
pick just one and journal about it.

1. What do I like about myself?

2. What would I like to change about myself?
3. Am I more positive or negative in my speech?
4. What am I grateful for? Do I express my thankfulness?
5. What are qualities of a good listener? Do I have these qualities?
6. Who inspires me? What qualities do these people have?
7. Do I see my relationships as successful? Why or why not?
8. Am I open-minded? Judgmental?
9. What do I fear? How can I overcome my fear(s)?
10. Name some of the closest people to you. How do they affect you?
11. What do I really want to do? Am I doing that?
12. Am I physically healthy? In what ways am I healthy or unhealthy?
13. Am I emotionally healthy? How am I healthy or unhealthy?
14. Am I mentally healthy? In what ways am I healthy or unhealthy?
15. Am I spiritually healthy? In what ways am I healthy or unhealthy?
16. Do I laugh? Do I enjoy life? How can experience more enjoyment?
17. What do I believe about God?
18. What do I believe about death and life after death?
19. Does everything happen for a reason?
20. What am I proud of achieving?
21. What is a positive memory that stands out from childhood?
22. What is a positive memory that stands out from adulthood?
23. What is a negative memory that stands out from childhood? What has it taught me about
myself?
24. What is a negative memory that stands out from adulthood? What has it taught me?
25. Do I see myself as successful?
26. Do I like what I look like? Why? Why not?
27. What is something I am ashamed of? How can I deal with this?
28. Am I reliable? How so or not so?
29. Am I a good friend? How so or not so?
30. What do I regret? How can I deal with this?
31. How do I feel about money?
32. Am I a giver or a taker?
33. Do I care about what others are thinking about me?
34. Do I easily forgive or hold a grudge?
35. Do I speak up or go along with the crowd?
36. If I had unlimited funds what would I be doing?
 37. If I had millions of dollars, how would I spend it?
38. If I only had 6 months to live, how would I spend my time?
39. What and who makes me happy?
40. What is something that I want to do but have not done?
41. Do I get things done or do I procrastinate or even give up?
42. Do I trust my intuition?
43. What are some important things I have learned in life?
44. What are my goals and dreams?
45. Where/how would I like to see myself in a year? 10 years?
46. What are my talents? Am I utilizing them? How can I use them more?
47. What was the hardest time of my life? How has that affected me?
48. Do I feel blessed? How and why or why not?
49. Do I live in the present moment? Live in the past? Future?
50. Is there something I am running from? Is it time to face it?

Oxford Happiness Questionnaire

The Oxford Happiness Questionnaire was developed by psychologists Michael Argyle and Peter
Hills at Oxford University. Take a few moments to take the survey. This is a good way to get a
snapshot of your current level of happiness. You can even use your score to compare to your
happiness level at some point in the future by taking the survey again.

Instructions

Below are a number of statements about happiness. Please indicate how much you agree or
disagree with each by entering a number in the blank after each statement, according to the
following scale:

1 = strongly disagree
2 = moderately disagree
3 = slightly disagree
4 = slightly agree
5 = moderately agree
6 = strongly agree
Please read the statements carefully, because some are phrased positively and others negatively.
Don’t take too long over individual questions; there are no “right” or “wrong” answers (and no
trick questions). The first answer that comes into your head is probably the right one for you. If
you find some of the questions difficult, please give the answer that is true for you in general or
for most of the time.

The Questionnaire

1. I don’t feel particularly pleased with the way I am. (R) _____

2. I am intensely interested in other people. _____

3. I feel that life is very rewarding. _____

4. I have very warm feelings towards almost everyone. _____

5. I rarely wake up feeling rested. (R) _____

6. I am not particularly optimistic about the future. (R) _____

7. I find most things amusing. _____

8. I am always committed and involved. _____

9. Life is good. _____

10. I do not think that the world is a good place. (R) _____

11. I laugh a lot. _____

12. I am well satisfied about everything in my life. _____

13. I don’t think I look attractive. (R) _____

14. There is a gap between what I would like to do and what I have done. (R) _____

15. I am very happy. _____

16. I find beauty in some things. _____

17. I always have a cheerful effect on others. _____

18. I can fit in (find time for) everything I want to. _____

19. I feel that I am not especially in control of my life. (R) _____

20. I feel able to take anything on. _____

21. I feel fully mentally alert. _____

22. I often experience joy and elation. _____

23. I don’t find it easy to make decisions. (R) _____

24. I don’t have a particular sense of meaning and purpose in my life. (R) _____

25. I feel I have a great deal of energy. _____

26. I usually have a good influence on events. _____

27. I don’t have fun with other people. (R) _____

28. I don’t feel particularly healthy. (R) _____

29. I don’t have particularly happy memories of the past. (R) _____

Calculate your score

Step 1. Items marked (R) should be scored in reverse:

If you gave yourself a “1,” cross it out and change it to a “6.”

Change “2″ to a “5″
Change “3″ to a “4″
Change “4″ to a “3″
Change “5″ to a “2″
Change “6″ to a “1″

Step 2. Add the numbers for all 29 questions. (Use the converted numbers for the 12 items that
are reverse scored.)

Step 3. Divide by 29. So your happiness score = the total (from step 2) divided by 29.

I recommend you record your score and the date. Then you’ll have the option to compare your
score now with your score at a later date. This can be especially helpful if you are trying some of
the exercises, and actively working on increasing your happiness.
UPDATE: A lot of people have been asking for some kind of interpretation of the raw number
“happiness score” you get in step 3 above. What follows is just off the top of my head, but it’s
based in part on the fact that the average person gets a score of about 4.

INTERPRETATION OF SCORE

I suggest you read all the entries below regardless of what score you got, because I think there’s
valuable information here for everyone.

1-2 : Not happy. If you answered honestly and got a very low score, you’re probably 2-3 :
Somewhat unhappy.seeing yourself and your situation as worse than it really is.

3-4 : Not particularly happy or unhappy. A score of 3.5 would be an exact numerical average of
happy and unhappy responses.

: Somewhat happy or moderately happy. Satisfied. This is what the average person scores.

4-5 : Rather happy; pretty happy. Check other score ranges for some of my suggestions.

5-6 : Very happy. Being happy has more benefits than just feeling good. It’s correlated with
benefits like health, better marriages, and attaining your goals. Check back – I’ll be writing a
post about this topic soon.

6 : Too happy. Yes, you read that right. Recent research seems to show that there’s an optimal
level of happiness for things like doing well at work or school, or for being healthy, and that
being “too happy” may be associated with lower levels of such things.