The Values Discovery & Articulation Workshop

Part 1: Tool Blueprint & Overview

This section outlines the foundational design, philosophy, and components of the toolkit.

1.1. Primary Objective

• To guide a leadership team through a deeply reflective and collaborative process to uncover and articulate the 3-5 authentic, core values that define the organization's character at its best. The goal is to produce a "Values Charter" that is not aspirational, but is grounded in evidence, behaviorally specific, and can serve as a practical guide for decision-making. This means creating a tool that can be used to resolve strategic debates, guide difficult personnel decisions, and shape the company's public identity.

1.2. Key Components

• A. The Pre-Workshop "Values Story" Survey: A short, qualitative survey sent to participants before the workshop. It prompts them to gather specific stories and examples that reveal the company's values in action, providing the raw material for the workshop. This ensures the session begins with concrete data, not abstract ideas. (Content detailed in Part 2).

• B. The Facilitator's Guide & Workshop Agenda: A detailed guide for running a half-day (4-hour) discovery workshop. It includes a step-by-step agenda, timings, and instructions for each module and exercise, from story sharing to defining specific behaviors. This guide is designed to empower a facilitator to lead a conversation that is both deeply personal and strategically productive. (Content detailed in Part 3).

• C. The Values Charter Template: A simple but powerful template to formally document the outputs of the workshop. This charter will list each core value, a concise definition, and the 2-3 specific, observable behaviors that bring it to life. This transforms the workshop's insights into a lasting, usable asset for the entire organization. (Content detailed in Part 4).

1.3. Core Concepts of the Toolkit

• 1. Values are Discovered, Not Invented: This workshop is based on the principle that the most powerful values are not created in a boardroom; they are discovered by examining the organization's history and identifying the principles that have consistently guided its best moments. The process is one of archaeology, not architecture. The danger of inventing values is that you end up with a list of generic, aspirational "vanity values" (like "Excellence" or "Innovation") that sound good but have no real connection to the organization's unique culture. These inauthentic values are quickly ignored and breed cynicism. Authentic values, discovered through real stories, have the power to resonate and endure.

• 2. Stories are the Data of Values: Values are abstract. The only way to make them real is to ground them in specific, true stories of how people in the organization have behaved. This toolkit uses storytelling as the primary data-gathering method to ensure the final values are authentic and resonant. Stories provide the emotional connection and the specific evidence needed to move from a vague concept like "collaboration" to a rich understanding of what collaboration actually looks like, sounds like, and feels like in your specific organization. They are the proof that these values are real.

• 3. If It's Not a Behavior, It's Not a Value: A value word like "Integrity" or "Respect" is meaningless until it is defined in terms of specific, observable behaviors. The most critical output of this workshop is not the list of value words, but the list of corresponding behaviors that make those values actionable and accountable. This is what allows you to hire, promote, and manage based on your values. Without behavioral definitions, values remain posters on the wall; with them, they become a practical management tool for every leader in the company.

1.4. A Critical Checkpoint: What if Our Values Don't Align?

The "discovery" process is designed to uncover the authentic, "lived" values of the organization. In the vast majority of cases, these will be constructive, pro-social values (e.g., teamwork, accountability, customer care) that form a strong foundation for the Logos Ethica framework.

However, this workshop also serves as a critical diagnostic. What if the proudest stories consistently reveal values that are purely extractive, such as "Win at all costs" or "Deceive to succeed"?

If this occurs, the workshop has successfully revealed a fundamental truth: the organization's current character is not compatible with the Logos Ethica principle of creating long-term, multi-stakeholder value.

In this situation, the leadership team cannot proceed with the subsequent toolkits. They face a profound strategic choice: either commit to a deep and difficult long-term cultural transformation to change these foundational values, or acknowledge that this framework is not the right one for the organization at this time. This workshop, therefore, acts as the essential "go/no-go" checkpoint for the entire journey.

Part 2: The Pre-Workshop "Values Story" Survey

This survey should be sent to all workshop participants one week prior to the session. Its purpose is to gather the raw material—the stories—that will be the foundation of the workshop.

2.1. Introduction Letter for Participants

Subject: Your Preparation for Our Values Discovery Workshop

Team,

Next week, we will come together for a special workshop to discover and articulate the core values that define our organization at its best. To make this session a success, we need your help.

Our goal is to uncover the values we already live by, not to invent new ones. The best way to do this is through stories.

Please take 30-45 minutes before the workshop to think about the following two questions and write down your answers. Don't worry about perfect prose; just capture the essence of the stories. Your examples will be the essential data for our conversation.

This is a unique opportunity to define the very character of our company. Thank you for your thoughtful preparation.

Best,

[CEO/Facilitator Name]

2.2. The Survey Questions

Question 1: The "Peak Moment" Story

• Prompt: "Think about a time when you were most proud to be a part of this organization. This could be a story about a major project success, how the company handled a difficult challenge, a time we went above and beyond for a customer, or a moment of incredible teamwork. Please briefly describe the situation and the specific actions that made you proud. What did that story say about who we are when we are at our best?"

• Example Answer:

• Situation: "Last year, on the big 'Project Apollo' launch, we discovered a major bug just 48 hours before the go-live date. The pressure from the client and leadership was immense."

• Actions that made me proud: "Instead of blaming anyone, the engineering lead, Sarah, pulled the whole team together. She was incredibly calm and created a safe space for people to be honest. The team worked around the clock, not because they were forced to, but because they felt a deep sense of ownership. We proactively called the client, told them the truth about the bug and the delay, and they actually thanked us for our honesty."

• What it says about us: "It showed that we value accountability over blame, that we are committed to quality even under pressure, and that we believe in being transparent with our clients."

Question 2: The "Valued Colleague" Story

• Prompt: "Think of a specific person in the organization (other than yourself, and without naming them) whom you deeply respect and believe represents the best of our culture. Think of a specific story or a consistent behavior they exhibit that earns your respect. Please describe that behavior. What underlying value does that person's action represent?"

• Example Answer:

• Behavior: "There's a senior person on the finance team who, in every meeting, makes a point of asking the most junior person in the room for their opinion. They actively listen, validate the person's contribution, and create a space for them to speak. They do this consistently, no matter how stressful the meeting is."

• Value it represents: "To me, that represents a deep-seated respect for every individual, regardless of their title. It also shows a commitment to getting the best ideas on the table, no matter where they come from."

Part 3: The Facilitator's Guide & Workshop Agenda

This guide provides the step-by-step instructions for preparing and running a successful half-day (4-hour) Values Discovery & Articulation Workshop.

3.1. Preparation & Setup

• Review the Pre-Work: Before the workshop, read through all the submitted "Values Stories." Look for recurring themes, keywords, and powerful examples.

• Prepare the Room:

• A U-shaped table arrangement is ideal to foster conversation.

• You will need a large whiteboard and at least three flip charts.

• Have plenty of Post-it notes and sharpies for each participant.

3.2. Workshop Agenda & Flow (4-Hour Session)

• (0:00-0:20) Welcome & Framing the "Archaeology"

• The CEO or leader welcomes the group and sets the context.

• The facilitator explains the objective and the core concept: "Our goal today is not to invent values, but to be archaeologists. The stories you've all brought are our data. We are going to dig into them to uncover the principles that have made us successful at our best."

• (0:20-1:20) Module 1: Story Sharing & Value Mining

• Exercise: "Round-Robin Storytelling." Go around the room and have each participant share one of their "Peak Moment" or "Valued Colleague" stories (they can choose which one).

• Facilitator's Role: As each person tells their story, your job is to listen for the underlying values. On a whiteboard titled "Observed Values," write down the key principles you hear.

• Example: After the "Project Apollo" story, you might write: "Accountability," "Transparency," "Commitment to Quality," "Teamwork Under Pressure."

• By the end of the round-robin, you will have a whiteboard filled with 15-20 potential value concepts, all grounded in real stories.

• (1:20-2:20) Module 2: Theming & Prioritizing

• Exercise: "Affinity Mapping." The facilitator leads the group in clustering the "Observed Values" on the whiteboard into 3-5 core themes.

• Facilitator Prompt: "Let's look at this list. Which of these words feel like they belong together? Does 'Accountability' feel similar to 'Ownership'? Does 'Transparency' fit with 'Honesty'?"

• Exercise: "Dot Voting." Once you have 3-5 clear themes, give each participant three dot stickers. Instruct them to vote for the themes they believe are most essential, unique, and core to the company's identity. They can put all three dots on one theme, or spread them out.

• Outcome: This process will create a clear, data-driven hierarchy of the most resonant value themes.

• (2:20-2:40) Break

• (2:40-3:40) Module 3: Articulating the Values & Behaviors

• Exercise: "From Word to World." Divide the participants into small groups, assigning one of the top-voted value themes to each.

• Task: Each group's task is to:

1. Define the Value: Write a single, clear sentence that defines what this value means at our company.

2. Define the Behaviors: List 2-3 specific, observable, and actionable behaviors that bring this value to life. The facilitator should prompt them: "If I were a new employee, what would I see people doing that would show me we live this value?"

• Each group writes their work on a flip chart.

• (3:40-4:00) Module 4: Commitment & Close

• Exercise: "Gallery Walk & Refinement." Each group presents their flip chart. The full team discusses, refines the wording, and agrees on the final definitions and behaviors.

• CEO's Closing: The CEO or leader closes the session by formally endorsing the newly articulated values and making a personal commitment to championing them. This is the first step in making the values real.

Part 4: The Values Charter Template

This template is the final output of the workshop. It is a simple but powerful document designed to be shared across the organization as the official statement of your company's core values.

[Your Company Logo]

Our Values Charter: The Principles That Guide Us

Introduction:

Our values are not just words on a page; they are the deeply held principles that guide our decisions, our actions, and our interactions with our customers, our partners, and each other. They are the character of our company. We discovered these values by looking at our organization at its very best. This charter defines what we stand for and the specific behaviors we expect from everyone on our team.

Core Value 1: [Name of Value, e.g., Integrity]

• Our Definition: [Insert the 1-sentence definition from the workshop. e.g., "We act with honesty and accountability, especially when it's difficult. We say what we mean, and we do what we say."]

• What This Looks Like in Action (Our Commitments):

• We proactively share bad news and challenges with the same speed as good news.

• We take ownership of our mistakes, focusing on solutions rather than blame.

• We are transparent with our clients about our products and processes.

Core Value 2: [Name of Value, e.g., Customer Obsession]

• Our Definition: [e.g., "We work tirelessly to earn and keep our customers' trust, starting with their needs and working backwards."]

• What This Looks Like in Action (Our Commitments):

• We make decisions based on what will create the most long-term value for our customers.

• We actively seek out customer feedback, especially when it's critical, and use it to improve.

• We treat every customer interaction as an opportunity to strengthen our relationship.

Core Value 3: [Name of Value, e.g., One Team]

• Our Definition: [e.g., "We are a single team, united by our purpose. We prioritize the success of the team over our individual or departmental goals."]

• What This Looks Like in Action (Our Commitaments):

• We actively help our colleagues, sharing knowledge and offering support without being asked.

• We engage in respectful, candid debate, but once a decision is made, we commit to it fully.

• We celebrate team successes and share accountability for team setbacks.

Core Value 4: [Name of Value, e.g., Courage]

• Our Definition: [e.g., "We have the courage to challenge the status quo, to take smart risks, and to speak the truth, even when it's uncomfortable."]

• What This Looks Like in Action (Our Commitments):

• We encourage dissenting opinions and see them as a sign of engagement, not disloyalty.

• We make bold bets on innovative ideas, and we treat failures as learning opportunities.

• We have the difficult conversations that are necessary to make our team and our work better.

Our Commitment as a Leadership Team:

As the leaders of this organization, we commit to holding ourselves and each other accountable to these values. We will use them to guide our strategic decisions, to shape our culture, and to evaluate our own performance.

Part 5: Beyond the Charter: A Note on Aspirational Values

A common challenge after defining core values is the desire to include "aspirational" values—principles the organization wishes it had but does not yet consistently practice. For example, a company may discover its core values are Integrity and Customer Focus, but the leadership team knows it needs to become more Innovative to thrive.

It is critical that aspirational values are NOT included in the Values Charter. To do so would be inauthentic and would undermine the credibility of the entire exercise. The charter must reflect who you are now, at your best. Putting an unproven, aspirational value on the wall signals to employees that leadership is out of touch with reality, breeding cynicism and making it harder to implement real change.

So, how do you work on aspirational values?

Aspirational values are not a cultural problem to be solved with a statement; they are a strategic problem to be solved with a plan.

The correct way to address an aspirational value like "Innovation" is through the subsequent toolkits in the Logos Ethica system:

1. Acknowledge the Gap: The need for more innovation becomes a key strategic insight. It is identified as a gap between the company's current character and its future needs.

2. Make it a Strategic Priority: In the Integrated Impact Strategy Workshop (IISW), "Become an Industry Innovator" is established as a formal Strategic Pillar. This elevates it from a wish to a core business objective.

3. Build a Plan: The leadership team then develops concrete initiatives to build this new muscle (e.g., funding R&D, changing performance metrics to reward smart risk-taking, creating innovation-focused teams). This means allocating budget, time, and leadership attention to the goal.

4. Measure and Reinforce: The company begins to track metrics related to innovation. The Ethical Performance & Promotion Framework is updated to include competencies related to innovation, ensuring that people who demonstrate this new behavior are rewarded and promoted.

You don't simply declare an aspirational value. You build a strategy to turn it into a consistent, lived behavior. Once it is deeply embedded in the culture, it may one day be "discovered" as a new core value. This approach ensures that your Values Charter remains an authentic reflection of your character, while your strategy provides the roadmap for your evolution.