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By Katie Duckworth, April 4, 2012

I was talking to a third sector coaching client yesterday about the stunning victory of Aung San Suu Kyi’s party, the National League for Democracy, in Burma’s recent byelection. We’d just finalised a list of her unique set of core values and wondered what Suu Kyi’s values might be?

Patience, we could only presume. She had, after all, survived 22 years under house arrest. How about Optimism? Justice? Compassion? Neither of us had met her, so we couldn’t be sure, but we felt these were likely to be the drivers that kept her focused and strong after all those years. Perseverance? It’s certainly a value she would have to honour for the potentially rocky journey on the road to full democracy.

My clients often mistakenly think that values have a moral dimension. But this isn’t the case. Nor are values reserved for the likes of Aung San Suu Kyi and Nelson Mandela. They are not something you ‘want’. They are something you ‘have’. Everyone has these non-tangible ‘must haves’ which drive you to live life in the way you do.

I like to think of values as running through us like the writing in a stick of rock. They are truly who you are. When values are honoured, you feel happy and fulfilled. When you dishonour them, you are discontented and uncomfortable.

My clients tell me that unearthing their top five or so values is the most useful self-development work they have ever done. They put their lists on fridges and in wallets for easy reference, aware that they are a foolproof blueprint for how to live and work.

Knowing your values gives a rock solid understanding of:

- how your core strengths can be used most effectively for the benefit of your third sector organisation

- why tensions arise with certain colleagues or in particular situations and how you can resolve them

- how you can motivate others and be motivated when the going gets tough

- how to best use your time outside work so you have a great life balance

- how to plan your career absolutely in line with who you truly are.

I can help your staff to expand their self awareness and effectiveness at work through my one-to-one coaching and training. If you would like to talk to me please contact me here for a no-obligation phone chat.

 For more tips and ideas on getting the best out of your third sector staff follow @katieduckworth on Twitter.

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By Katie Duckworth, January 4, 2011

My last blog Help! My manager is too corporate for my team resonated with quite a few of you working in the third sector.

This post takes the perspective of a recruit from the corporate sector. Joining the sector from elsewhere can be a bewildering experience, so here are my four golden rules for avoiding culture clash.

1. Highlight shared values

OK, so you have ten years experience in corporate sales and marketing and your team are all born and bred in the third sector, but don’t forget to show your team why you are there in the first place. Your backgrounds might be different, but your values are the same. You all want to create something bigger and better in the world and bring value to users. So, let your staff know how passionate you are about what you do, and that you want to use your unique skills and talents to contribute, just like them.

2. Consult whenever you can

On the whole, third sector staff are used to being involved in decision-making. ‘Having a say’ is one of the perks of working in the voluntary sector where more traditional benefits are lacking. These organisations tend to have flattish structures in which decisions are made more democratically. Your staff are also likely to be highly experienced experts in their field. They will not want decisions being made over their heads, so go for consensual agreement whenever you can.

3. Look and learn

I’m sure you won’t go in all guns blazing, wanting to change things straightway. That’s a sure-fire way to alienate people and it could be exactly what your new team is expecting and fearing most. Instead, take opportunities to listen, watch and learn about the way things are currently done from your team. You’ll have good ideas, but they will too. If you do want to introduce changes, you’re more likely to have your team on board if you’ve been willing to learn from them, too.

4.  Share information with your team

As in the corporate sector, good communication is highly valued. Consider sharing more than you might have in the corporate world where information tends to be released on a ‘need to know’ basis. By sharing information freely and openly you are building trust and mutual respect between you and your team.

If your think coaching or training could help you and your staff deal with culture issues in your organisation contact me here.

For more tips and ideas on getting the best out of your third sector staff follow @katieduckworth on twitter