360 LEADERSHIP

PRACTICES TOOLKIT
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Leadership 101: Why Grow As A Leader?
The Higher You Want To Climb
Everything Rises + Falls on Leadership
Culture
[Harnessing Relationships]
Why Focus on Relationships?
The Power of Relationships
About Leadership Practices
Hiring Practices
Leadership: People Practices
360 Leadership Assessments
Values Exercise + Worksheet
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LEADERSHIP CONTENTS
LEADERSHIP 101
MISSION VISION VALUES
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WHY SHOULD
I GROW AS A
LEADER?
Leadership development takes commitment and focus. The higher
the leadership, the greater the efectiveness. When we think about
qualities of great leaders, we see some commonalities. Attributes
such as Character, Integrity, Commitment, Communication,
Competence, Sense of Discernment, Generosity, Initiative,
Listeners, Passion, Positivity in Attitude, Problem-Solvers,
Relationships, Responsibility... just to name a few.

In fact, most leaders genuinely care about people. They
understand that people dont care about how much you know
until they know how much you care. Growing as a leader helps
you to better recognize opportunities and solicit the input of others
in the process. This is an invaluable resource that allows leaders to
have a strong sense, or a pulse, or their teams. When you create
an action plan with the members of your group, you build a solid
sense of commitment and find that people are always willing to
pay the price in going above or beyond to achieve shared goals.
Leadership ability is the lid that determines a persons level of
efectiveness. The lower the individuals ability to lead, the lower
the lid on the potential. The higher the leadership, the greater
the efectiveness. Where leadership shines, individuals take
closer notice to the inputs and outputs that make an organization
successful. W. Edwards Deming taught us, Either your business
is improving or your business is going out of business. Its this
simple.
The book, The Southwest Way, is about using the power of
relationships to build high performing teams. We see their formula
for success in action... Everything boils down to Shared Goals,
Shared Knowledge and Mutual Respect in the Southwest Airlines
culture and their results are proof of how it helps them stand out in
the airline industry.
Take away Leadership and Continuous
Quality Improvement: What do you
have lef?
Without CQI, an organization cannot
understand its values; model what they
stand for; be successful; feel valued
or appreciated individually; create
an environment thats a great place
to work or shop. Leaders dont accept
mediocrity and a focus on CQI ensures
they are leading at the forefront.
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THE HIGHER YOU
WANT TO CLIMB
The higher you want to climb, the more you need leadership.
The greater the impact you want to make, the greater your
influence needs to be.
Servant leaders look at leadership as an act of service. They train, coach and
develop or mentor their people. They empower their people and welcome feedback
as a source of useful information on how they can provide a better service. They
recognize others for their achievements, not themselves.

Leadership may take place when things go right; its critical when things go wrong.
When things go wrong, its important to take a look at what occurred and recognize
what went wrong. Leaders help shape their team to work together to change the
process, change the result. So, its important to have key performance indicators
(KPIs) in place as a baseline guide to leveraging your overall success.
Key Performance Indicators (KPIs) are metrics that make your departments and
business successful. Typically, leaders in organizations track the current or weekly
results of KPIs related to their short and long term goals. Business unit leaders will
ofen refer to this data to create action plans, overcome roadblocks, come up with
solutions or identify areas where support is needed. Incorporating KPIs within a
CQI focused culture is a sure way to orchestrate your goals and practices together
and operate like a fine tuned machine.
CQI environments lead by servant leaders and KPI systems understand they need to
balance their priorities and concentration to reach the right level of focus. Priorities
without concentration = Knowing what to do but not getting it done. Concentration
without priorities = focus without progress. Priorities + Concentration = Focus.
Many leaders use a focus formula to align their time management properly to this
concept. Strong leaders will focus 70% on strengths; focus 25% on change; focus
5% on weaknesses and opportunities.
Take a look at your daily agenda to
determine if you are choosing to spend
enough time leading.
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EVERYTHING
RISES & FALLS
ON LEADERSHIP
Leadership is about articulating visions,
embodying values and creating the
environment in which all things can be
accomplished.
Leaders cast the mission, vision and values of
a company throughout its people. They know
how to efectively influence people and act as
change agents that initiate growth. Leaders
are innovators and creators. They dont accept
mediocrity and they are always pushing the
status quo.
Commitment to leadership separates the
doers from the dreamers. What does
it look like to be committed to a project, a
person, or an idea? When is your commitment
tested? How do you maintain commitment
when something takes longer than expected or
something is more dificult than anticipated?
To the marathoner, its running another ten
miles when your strength is gone. To the
soldier, its going over the hill, not knowing
whats waiting on the other side. To the leader,
its all that and more because everyone you
lead is depending on you.
The secret of your success is determined by
your daily agenda: How do you articulate your
vision? What does it mean to embody your
values? How do you create an environment in
which things can be accomplished?
What am I doing to invest in myself? What am
I doing to invest in other people? Cast your
vision daily... Develop yourself personally and
professionally.
As leaders, how do we cast our vision daily? We
must have unfiltered evaluation. Its a form of
respect and necessary if you want to succeed.
Employees need to be able to communicate
whats really happening in their world. Then,
we can serve the needs of employees, helping
them to accomplish our vision to exceed
customer expectations in everything we do.
Today matters! We over exaggerate yesterday.
We over estimate tomorrow. And we under
estimate today. Remember, the secret of your
success is determined by your daily agenda.
---
Assume nothing.
Train and coach
everything.
Above all, inspect what
you expect.
CULTURE
HARNESS RELATIONSHIPS
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An important step in your own leadership development is to know your culture and how to
implement techniques into your daily management practices to create a more successful,
lasting impact. You will be called upon to incorporate leadership practices daily.
The purpose of understanding your culture, its philosophy and your leadership is to enable
you to expand your impact. Whether you decide to create engaging games with your
team, build a stronger sense of community through simple recognition techniques or
ingrain an empowering sense of pride into your organization through frequent feedback
communication sessions, you will better understand how to focus on your leadership
strengths to truly make a diference.
In mastering your leadership, you create an environment where people are focused on the
BIG picture. You carry the law of the lid in your leadership actions and have the power to
turn the most failing business into the greatest place on the planet. When you lead, you
not only improve your own skills, you build an organization where people work together
for common goals; where people are excited about their roles and feel both valued and
appreciated; where people can earn the income they need AND have the opportunity to grow
professionally; most importantly, where people can have some fun making it all happen.
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WHY
FOCUS ON
RELATIONSHIPS?
Everything starts with a relationship. If your mission
is to make your company a great place, you can only
accomplish it as a team. It is important to have shared
goals and its just as important to achieve them
through the power of relationships.
Who is the most important to an on-time departure?
The pilot? The mechanic? The baggage handlers? The
ticket agents? The air trafic control? Or each of them,
together? If the flight doesnt take of on time, who
loses? Do the customers care whose fault it is?
Lets see the diference this simple method of
leadership can create within your organization.
Company A has no shared goals. Unfortunately, in this
company when something goes wrong, they need to
be able to pin it on someone. You should hear them
fight over whose department is responsible! Who can
we pin it on? Sales? Customer Service? Merchandising?
Warehouse? Housekeeping? Deliveries? Why do we
have to have someone to pin it on? The reason is
simple. There are no shared goals.
An employee of Company A are primarily interested in
protecting their job. They seek out actions that help
make them look better, even if it means pushing
someone elses down. They do not want to accept
responsibility for undesirable results (the type that
would go on a Scoreboard). Are these the same self-
serving leaders that take the credit when things are
good? Are these attributes of servant-leaders?
Now, lets notice the diference in Company B, where
there are shared goals. When something goes wrong
here, we figure out the problem. Its a matter of
working together. Theres no finger pointing here.
We operate on shared goals, shared knowledge and
mutual respect.
Common companies practice finger pointing. As a
leader, its your responsibility to be the uncommon
company by focusing on problem solving at the
very core. Who will people look to when there are
challenges? Where do they go when your mission,
principles or values are compromised by another
employee? They cant wait to see how you respond!
And this is when the rubber hits the road.
Leadership is the ability to influence people to get
results. How will your response to management
issues determine your success and ability to influence
people? This is always an opportune time to tie your
leadership back to your shared goals. As a guide,
remember what your shared goals are and what they
do. Communicate their importance as you problem
solve and make decisions around resolution.
Resort to fault finding rather than problem solving is a common
flaw in organizations, and one that undermines both performance
and the potential to improve performance over time.
-W. Edwards Deming, Total Quality Management
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Leaders coach their staf daily to
ensure their success...
Celebrate successes during your
monthly touch base sessions ask
questions to find out what support
your people need. Recognize your
team!
Be positive, sincere, consistent,
specific and timely. Recognition is
the most powerful motivator! Staf
your business to ensure the customer
has the best experience.
Lack of communication between management and employees
creates an environment where employees have no idea why
managers do what they do. Much like in Company A, individuals
chalk up every mistake in the company to a combination
of greed and stupidity. Identify your organizations shared
knowledge and common goals across key departments: Sales,
Merchandise, Customer Service, Operations, Inventory, Human
Resources, Accounting, Delivery, etc.
What are the most important roles on the team? As a leadership
team and within your individual groups, identify shared
knowledge in the following settings: between peers; between
departments; within management; between management and
staf; between and across locations.
Shared knowledge boils down to this: If we understand the
overall work process (the link between my job and someone
elses), we develop mutual respect for our teammates and focus
on the common goal. No on takes the job of another person
for granted and the focus doesnt leave the customer. Mutual
respect is the foundation to build relationships upon with those
whose cooperation is critical to your overall success. Your
leadership depends on shared goals, shared knowledge and
mutual respect. In a T.E.A.M, together everyone achieves more.
RELATIONSHIPS
The Power Of
LEADERSHIP
PRACTICES
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WHAT ARE
PRACTICES?
Organizations put practices in place to support its mission, its vision and its
values. Practices are something leaders perform and train daily. They are
repeated daily, weekly, monthly and yearly. When you perform something ofen,
its a practice.
In organizations, practices are a series of programs for leaders to apply daily that
build and sustain relationships across the company. Each organizational practice
is designed to reinforce the other, so that the total is greater than the parts. Can
you have practices without principles? No. The practices support the principles,
which build the relationships to solve the problems.
Lets look at simple FAQs for the criteria for a practice. Asking some key questions
can guide leadership in creating practices consistent with each other. Does it
promote shared goals, shared knowledge and mutual respect? Does it open
communication? (Between peers, across departments/locations, between
management/staf) Does it foster a sense of community? Does it support your
mission statement?
Some common practices and management philosophies used across successful
organizations around the globe include: hiring for relational coordination;
behavioral interviewing; boundary spanning; building communities;
communication; conflict resolution; discovery questions; recognition programs;
mentorship programs; progressive discipline (bad apple process); huddles to
raise the sights of the team; sales roundtables; team building games; touch base
sessions; continuous quality improvement workshops; and so forth...
Think of some practices, or management tools, that are currently in place
within your organization. Identify areas in your business where you see room
for improvement. Using this criteria, review the practices and processes around
these business areas to identify the bottleneck preventing the company
members from working together to achieve a more desirable result.
Repeat this exercise for areas in your organization where your business is
exceeding expectations in the results. What practices contribute to the success?
How can you implement whats working in other areas of the company to better
serve the customer?

High performance
depends on BUNDLES of
organizational practices.
not any individual one.
How ofen? Where are
they? Suppose I need
guidance?
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Practices are a series of programs
for managers to apply daily that
build and sustain relationships
across their company. Think of
practices like a toolkit. A builder
knows when to go into the toolbox
to reach for a hammer when he
needs to secure the foundation of
a house the same way that leaders
reach into their toolkit to utilize a
practice when they need to train,
coach or develop their team.
HIRING
PRACTICES
Typically, organizations set
practices in place to hire and train
for relational competence by
utilizing recruitment techniques
throughout the hiring and on-
boarding processes. Common
companies tend to hire solely
based on functional expertise.
Interviewing candidates based
only on their functional expertise
produces as much of a chance
for a return on your investment
as blind speed dating. Efective
leaders utilize behavioral
interviewing questions and
scenarios to hire for relational
competence.
Leaders and HR Professionals
are the gatekeepers to any
organization and its a shared
responsibility to get the right
people on the bus. Too ofen,
managers do not run help
wanted ads until there is an open
position. Then, due to workload
and the daily demands of running
a business, the position is filled
quickly with the best available
candidate. While these new hires
may be good, solid performers,
more ofen than not, they are
usually not great performers. This
puts your business at a greater
risk and a greater loss in the long
run. Work with your leadership
team to always be looking
for great people to maintain
eficiency in building a pipeline
of strong fit candidates to back
fill positions throughout the
organization.
In the book Good to Great,
Jim Collins explains why some
companies make the leap and
others dont: The right people
are self motivated and are
intrinsically driven to succeed.
These employees do not need to
be tightly managed, but instead
are leaders and set the example
for others on your team. The
right people will always help
spread the right behaviors
throughout their departments
and the organization.
Leaders who take pride in getting
the right people on the bus
want to contribute to the hiring
process however they can. Some
leadership teams practice a self-
assessment tool as a guideline
to determine how likely it is that
candidates will be successful.
Areas for leaders to inspect
include: technical proficiency,
leadership skills (ability to
motivate others), interpersonal
skills (ability to build successful
working relationships), team skills
(ability to work interdependently),
conflict management (diplomatic
skills), self-motivation (drive
for results), fitting into the
organizational culture, catalyzing
positive changes (driving for CQI),
representing the organization well
to external entities, and going
beyond formal job descriptions to
contribute outside of ones own
role.
At the end of each assessment,
candidates will be found to be one
of two types of people: A giver or a
taker. Givers focus on themselves
and their own personal
improvement. They build
others up through commitment,
communication, competency,
enthusiasm, dependability,
self-improvement and selfless
behaviors. Givers make you feel
good to be around them. Its as if
they give you wing beneath your
wings.
On the other hand, takers look
for someone to blame when
something is said or a change is
made. They seek out ways to pin
wrongdoings on anyone except
themselves. Takers typically focus
on and talk about others. They
blame others or make excuses
for everything. Most takers tend
to build walls between people,
creating divisions. Leaders end up
spending all their time managing
takers, their wants and endless
needs. Unfortunately, this
undermines your organizations
progress with shared goals,
shared knowledge and mutual
respect.
If you surround yourself with
takers, you will fail.
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BAD APPLES
Efective leaders believe that one
bad apple spoils the bunch...
and they are right. When leaders
spot a bad apple, it is vital to take
immediate action to counsel them
once or twice. Most bad apples
require coaching on the harsher
side - similar to tough love. If
a leader is unfamiliar with legal
liabilities surrounding disciplinary
conversations with employees,
they should seek to partner
with your Human Resource
Department for support in this
process.
The easiest way to get in trouble
is to ofend another employee.
Leaders need people to respond
favorably to initiatives. It helps
bring out an up-beat and positive
attitude throughout the team.
When you have this sense of
understanding embedded in your
organizational culture, youll find
everything that needs to be done
and bad apples will quickly realize
they are not a fit, then likely weed
themselves out.
VIDEO: John Maxwell Bad Apple
CONFLICT
RESOLUTION
Approach conflict with humility, with the
intent to understand, and resolve the
problem...
Organizations should proactively resolve
conflicts with humility and the intent to
understand the problem. Every conflict
is an opportunity in disguise awaiting
your leadership.
Rather than allow conflicts to fester,
leaders should seek out conflicts
and actively identify cross-functional
conflicts that weaken relationships of
shared goals, shared knowledge and
mutual respect, while treating it as an
occasional learning experience. They
help strengthen relationships between
employees and boost performance
across the organization.
Having consistent standards in place
creates a high expectation around the
very concept of conflict in organizations.
It becomes a code; a way people
automatically respond to every
individual who works there.
Ultimately, encouraging the conflict
resolution process promotes good (and
better!) working relationships in the end.
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LEARNING & DEVELOPMENT
Leadership practices that support organizational eforts
to train, coach and develop its people are typically
seen throughout the orientation (onboarding) process;
the cornerstone of which everything is tied back to
the company mission, vision, values and principles.
Practices that set this as the expectation early and ofen,
from the very first day (or interview), tend to be more
efective than organizations practicing routine check
the box processes throughout the levels of their training
programs.
There are only a small handful of ways in which human
beings can learn new things. The key to leading programs
for development well is to incorporate multiple bundles
of ways to learning, ofen using one way to build
upon another. Leaders must consider the big picture
while training employees and designing practices that
support them. Some areas to inspect include policies,
procedures, extensive functional training plans, new hire
training, CQI training, etc.
MENTORSHIP
Leaders will assign experienced employees to pair up
with a newly hired individual to guide them through
the initial period with the company. This mentor
relationship helps to orientate people into your company
culture. Mentors will serve as a resource guide, sharing
knowledge about job functions across departments.
RAISING SIGHTS
If you want to make things happen, you have to raise the
sights of your team, not lower them. The broader the
picture you give people, the fewer obstacles they see
in their path. People need BIG goals. If they have big
goals they will blow right through the small ones. But
those obstacles will become mountains if you dont get
people beyond the day-to-day issues, if you dont appeal
to something they really want to do. That means letting
them see the big picture. It means sharing the facts with
them. It means showing them the challenge, letting them
experience the fun of the game, the fun of winning. It
means motivating people with humor and excitement,
which go a lot further than yelling and screaming.

BOUNDARY SPANNING
This practice is all about collecting, filtering, interpreting
and disseminating knowledge across organizational
boundaries. A boundary spanner is an expert in building
and developing relationships of shared goals, shared
knowledge and mutual respect.
BUILDING COMMUNITIES
Leaders must recognize that peoples need for belonging
and social fulfillment are two of the most powerful
human needs. Happiness doesnt come from wealth or
money, but instead from social relationships, enjoyable
work, a sense that life has meaning and a sense of
belonging to a group. Think of ways to acknowledge or
validate people and build plans to grow communities.
Some successful community programs include multilayer
recognition strategies.
Companies can create and contribute to a quarterly
newsletter that reiterates boundary spanning practices
and communications. Here is always a good place to
recognize achievements, announce upcoming events,
celebrate business or department wins, share relevant
industry news, list birthdays and anniversaries of your
employees , or talk about recent progress initiatives
in a new community enrichment program as a way of
encouraging individuals across business locations to get
involved.
Lets face it... your employees spend a great chunk of
time working for their companies each week. It is always
nice for them to have something to take home and share
with their families, especially when they are involved in
the process.
A little recognition goes a long way. Organizations can
also implement Shining Star programs (ie. Employee
of the Month/Year) to recognize people who consistently
demonstrate behaviors aligned with the shared mission,
vision and values. It is both very wise and cost efective
for companies to make a program like this a really, really
big deal. A prime example is to present the winners at the
end of each year and include a surprise prize for a trip or
cruise vacation (for two) of their choice.
Its recognition like this that continues to be talked about
throughout the entire next year ahead and thats chatter
that reinforces your organizational culture for the better.
Imagine the excitement for the winner.
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issues in the bud before they fester or become potential
problems.
Motivational coaches such as Tony Robbins are the first
to tell leaders that Repetition is the mother of mastery.
A leader who practices touch bases each month with all
12 of the product representatives they directly oversee,
is sharpening their coaching skills 144 times more than
a leader who is not. Its an efective practice that takes
no more than 15-20 minutes per session and serves as
a continuous reminder of your shared goals, shared
knowledge and mutual respect for another.
DISCOVERY
In law, a discovery takes place before a trial and
services its purpose for fact-finding. Strategic
leaders informally practice something similar when
leading their teams. Asking discovery questions within
your department, other departments or across your
organizations industry helps leaders gather unfiltered
feedback. Feedback is a form of respect. When we allows
ourselves to not only give honest feedback, but to hear it
too, we can have a greater impact.
Some discovery questions include...
What is the morale of your team?
Are the practices efective in building community?
What new ideas do you have?
Are there any bad apples on your team?
Is the entire team focused on customers expectations?
Is our culture evident daily?
Do your people feel valued? How do you know?
How are you casting vision daily?
Describe your routing of inspecting what we expect.
Are you getting the desired results?
Are you communicating with peers efective and focused
on common goals, shared knowledge and mutual
respect?
While its important to ask questions like those listed here
ofen as a way to guide the organizations focus, its very
important to use discretion on when, where and how you
are communicating. Again, everything is always tied back
to its mission, vision and values. No one wants to ask
all of these questions at the same time and no one else
wants to answer them at the same time.
Each leader should really work of one Discovery
Checklist per location or department. Everyone
wants to be heard so remember to spread the love
evenly across the team. The discovery practices is a
great resource for companies of any size. The practice
provides larger corporations made up of multi-hierarchy
levels spread across multiple locations with a useful
tool to help leaders keep a pulse of the team. In smaller
organizations, it creates an opportunity to challenge
leaders to think bigger and have more meaningful
conversations with its people, their most valuable asset.
CQI WORKSHOPS
CQI = Continuous Quality Improvement. This practice
is an invaluable way to conduct boundary spanning
and shared development during specific time slots
each week. The purpose of CQI sessions is to always
be focused on equipping, training and developing
together. If you are a consumer facing business, identify
a consistent time frame where business as usual wont be
interrupted by conducting a 30-45 minute workshop.
For example, a retailers store trafic is typically lighter
during 2pm-3pm on Tuesdays and Thursdays. This
would be an ideal time to host CQI workshops each week.
Leaders can enlist mentors, new hires, product experts
or cross-functional leaders in the process of teaching CQI
workshops. This practice sets the tone for an ongoing
learning focused workplace. Enlist your team!
If one of your sales reps saves a big sale by efectively
resolving customer concerns or even does this so well
that the customer doubles their original order, take
the opportunity to celebrate the win and invite the
employee to host the next workshop to teach everyone
else how they did it. Leaders can use discretion to help
coach individuals prior to leading workshops to ensure
consistency across your common message. Leadership is
a choice and making each moment count with efective
leadership practices is a choice successful leaders make.
LEADERSHIP
ASSESSMENTS
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TAKE TIME
TO ASK
YOURSELF
How do the people that I govern feel
about my Leadership ability?
Have I asked them recently?
If I am not performing at the levels
expected, is it my inability to coach, train
and motivate, is it the players on the
team, or is it a combination of both?
Why is it easy for me to get some to
adhere to the necessary guideline,
principles and practices and not others?
Have I reached out for help in terms of
getting better at Leadership?
How ofen do I practice (i.e read books,
take skills tests, review all available
product material, role play, develop new
strategies) in an attempt to become a
better Leader?
Do I have the ability to perform at a high
level?
Do I have the ability to develop a high
performing TEAM?
What are my work-related goals and
objectives?
How do I want to viewed or recognized by
others in terms of my Leadership ability?
Why should people listen to me or follow
my lead?
On a scale of 1-10, ten being highest,
where do I rate myself in terms of my
Leadership ability and skills and why?
Am I truly inspired to lead people to the
best of my ability with the understanding
that TRUE LEADERSHIP is a responsibility
not an obligation?
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Why do I deserve to be a Leader?
What have I done to influence the growth, morale and
performance of the people I govern?
Do I consistently come prepared with a plan of
action?
What inspires me to be a great Leader?
Who on my team can I positively say I have had a
measurable impact on?
What have I done recently to grow myself?
Do I completely understand the diference between
a Manager and a Leader?
Do I measure and inspect everything in an attempt to
raise standards as well as look for improvement
opportunities?
What do I bring to the table that is a real measurable
benefit in terms of helping people grow?
Serious leaders are always
asking serious questions of
themselves and consistent-
ly doing self-analysis. Here
are just a few self-inspection
questions you can ask yourself to
further help clarify where you stand in
terms of your leadership ability.
There are no right or wrong answers in
terms of how you perceive your ability.
What it comes down to is whether or
not you have the desire, heart,
will, passion, drive, motivation,
guts, determination, energy,
focus and tenacity it takes to
want to be better!
For example, some may read this thor-
oughly and act on it, while others may
not read it at all... It all comes down to
CHOICE. Luckily, you get to decide for
yourself, too.

VALUES
WORKSHEET
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Listed below are two sets of statements. The first list presents 10 terminal values.
These are desirable end-states of existence. Think of them as goals that you might like to achieve during your lifetime.
The second list presents 10 instrumental values.
These are preferable modes of behavior, or means of achieving terminal values.
WHAT DO
YOU VALUE?
____ Happiness (Satisfaction in life)
____ Knowledge and Wisdom
____ Peace and Harmony in the World
____ Pride in Accomplishment
____ Prosperity (Wealth)
____ Lasting Friendships
____ Recognition from Peers
____ Salvation (Finding eternal life)
____ Security (Freedom from threat)
____ Self-Respect
____ Assertiveness (Standing up for yourself)
____ Being helpful or caring towards others
____ Dependability (Being counted upon by others)
____ Education and Intellectual Pursuits
____ Hard Work and Achievement
____ Obedience (Following the wishes of others)
____ Open-Mindedness (Receptivity to new ideas)
____ Self-Suficiency (Independence)
____ Truthfulness (Honesty)
____ Being well-mannered (Courteous towards others)
Learn more about terminal and instrumental values
in The Nature of Human Values by M. Rokeach (New York Free Press 1973)
TERMINAL
VALUES
Desirable end-states
INSTRUMENTAL
VALUES
Modes of behavior
For each list, rank the statements according to how important each is to you personally.
Score a 1 next the value that is most important, a 2 next to the second most important, and so forth.
Treat each list separately.

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