Bruce Craven

The pressures of day-to-day leadership can trigger conflict between colleagues, even if they have been through strong mutual experiences, feel extensive mutual goodwill, trust one another, and have common goals. If we make assumptions about personal values, we can make devastating mistakes. For example, if we assume other people need to prioritize their values in the order we prefer, we can deceive ourselves about other people’s true motivations, blind ourselves to risk, and damage the partnerships we need. It is thus important that we, as leaders, search for clarity about the values of our allies and competitors. […] Use your values as a map of what is internally important to you, and don’t fall into the trap of assuming that the same values motivate your colleagues and competitors.

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