In his new book, What Values Do You Really Stand For? (Harvard Business Review Press, 2026), Columbia Business School professor Paul Ingram draws on research and frameworks to help individuals articulate their values, integrate them into work and life, and achieve better outcomes. Here is an edited excerpt.
In 2011, Captain Matt Feely led the U.S. Navy’s logistics efforts following the devastating earthquake and tsunami in Japan. During the height of the life-saving mission, he was informed that the expenditure of resources had not yet met formal bureaucratic and legal requirements from Washington.
Facing the most momentous decision of his career, Matt had to choose between continuing the relief efforts at legal risk or pausing for approval. He consulted a card he carries in his wallet listing his core values: humanity, equity, service, and love. By referring to these values, he knew immediately that he must continue to provide aid.
The point of Matt’s story is not about defying rules, but about knowing and following one’s values. Values serve as both a compass directing us toward the right goals and an engine moving us toward them. In a world of relentless change and uncertainty, clarifying core values and remaining mindful of them are among the most important actions anyone can take.
How Values Help Us
Values are more than words; they are practical and powerful tools for living and leading better. They are the deepest parts of our identity, and when used with intention, they become a source of clarity, strength, and purpose.
The author has worked with over 10,000 leaders globally to help them identify and apply their top values to decision-making, relationship-building, and ethical leadership.
Finding the right word for a value makes a real difference. While many have an intuitive sense of what matters, taking the time to articulate values through a rigorous process sharpens judgment and strengthens the ability to lead oneself and others.
Identifying Core Values
To identify a set of values, one can choose between two methods: Reflection or Laddering.
Reflection
This involves looking backward to see values in action. Since values are the principles used to evaluate what is good or important, one should reflect on significant past experiences.
Try this exercise: Think of a very negative experience at work where you felt hurt or angry. Recall the details and your feelings. Now, write down a concise word or two explaining why you were upset in terms of a “positive thing” that was missing from that situation.
For example, if you were hurt by a lie, the missing value was “honesty.” If it was a deeply negative situation, identify other missing elements. Try to list four values from this reflection.
Next, do the opposite: Think of a very positive work experience that left you completely satisfied. What was present there that made it so fulfilling? Identify another four values. This combined process generates up to eight distinct values that represent what is meaningful to you.
Laddering
This is a structured method for moving from concrete choices to abstract meaning. It helps clarify what truly matters by examining preferences.
The process starts simply: Choose a “triad” of three meaningful elements from your life—such as past jobs, relationships, or even favorite foods.
Next, ask: “How are two of these different from the third?” Then, decide which you prefer and, crucially, ask “Why?” Focus on the underlying quality driving that preference.
Continue this pattern of asking why and identifying contrasts until you reach a point that cannot be reduced further. That endpoint is a core value. Repeat this across multiple triads to generate a set of three to eight values that represent your essence.
Sharpening Your Values
Once you have identified your initial set of values, the final step is to refine the “naming” of these values.
Suppose one value is “accomplishment.” Generate a list of synonyms. Compare the first synonym—say, “excellence”—with “accomplishment” and ask: “If I had to choose only one, which would it be?” Take the winner and compare it to the next word until you find the most precise expression of your value.
The goal is not an exhaustive list, but a potent distillation of what matters most. Once identified, keep these values handy—on your phone or a card in your wallet—to provide confidence and motivation when it is needed most.
. . .
Like Matt Feely, leaders won’t always have complete information or the luxury of time. But knowing one’s most important values provides a clear sense of what matters and the confidence to act on it. In a world that rarely slows down, that clarity is essential.
Source: Harvard Business Review
