ons

- Option 1: Adjust the production process as the contract specifies. It's not very comfortable, but I also have an equal obligation to respect the contract and my employer. Career risk is a threat to my family's security, which is a very important value to me. And my decision could put my whole team at risk … are there alternative steps that might make me more comfortable and lead to a better resolution? Set goals … perhaps we can set goals as a team, too.

- Option 2: Quit! This isn't what my life is about. It's not what I thought my career was about. Hey! With the proceeds generated by my employer's termination clause, patent a shelf for neoangle showers. They're all the rage … nobody sells this kind of shelf, so I have a lucrative, exciting opportunity. We can do this as a family … our intimacy is an important value to me. I can also apply my real engineering skills, a potential that's important but not available to me at the current job. That's a value, too. I've forgotten about that one. Perhaps it's time to set new goals aligned with my real vision….

- Option 3: Consider all the consequences. Discuss the issue with my family and the team; my decision affects them and me. Besides,

Michael, 39, is a section leader for a large US plant that manufactures jet engine components. In many aspects, the career is rewarding. After 17 years, Michael is in line for a major promotion. Not only does the work offer potential for advancement, but it also affords security in terms of salary, benefits and the promise of an attractive retirement plan.

Security and potential are important to Michael and his family. But they're not the only terms that motivate. Michael knows his high standards influence his team's oversight. Their work means safer jets and safer air travel. Year after year, the section earns company awards and bonuses for workflow management, workplace safety and production. There's a real value in his work as a mechanical engineer, and most measure Michael a success.

He likes to think so, too. Still, in quiet moments, he wonders…is this really the work for me? Is this what I envisioned? He sketches his thoughts to paper. They take shape as a shelf -- the one he can't buy. He needs the shelf to finish the neoangle tile shower he and his wife have constructed as their month-long do-it-yourself project. His thoughts wander again, and this time, map the equation for the conversion angle. He wonders where he stashed his drafting paper, his compass … he believes he can create the shelf that he envisions.

But the thoughts are quickly discarded, stifled by the ring of the telephone. With a slight sigh, Michael answers. It's his boss, who apologizes for calling on a Sunday afternoon…

"No problem," Michael says, "that's what I'm here for."

There's a problem with the production cycle, his boss explains. Under the plant's new defense contract, there's a life cycle clause … basically the manufacturing cycle must produce the part as specified … and Mike's team, well, they re-engineered the original patent … the modification is a problem--"

"That's because it doesn't work," Michael interrupts, "or it won't work for long -- see the rotational axis…"

Somebody needs to make it work, the boss demands. He reads Michael the clause.

"A life cycle issue. I see."

"Good. Or it's a life cycle crisis, because Mike, this is a $23 million contract!"

"Sure, Bill, I get that part. It's the other part I don't get. You're saying that we need to upcycle the part, and a slight modification is okay … as long as it's true to the design. Any big change that calls for patent reapplication is a no-go. Even if it's better?

And safer, he thinks.

"That's it, Mike. I knew I could count on you!"

"So we don't care about a better mousetrap?"

The boss chuckles. "No, we care about the contract. Save the improvement for the boardroom."

…is this really the work for me? The thought briefly invades again. It's discarded by the sound of Michael's family -- and sudden anxiety that his job may be at stake.

"Mike? Are you there?"

"Sure, Bill, just thinking."

"Well, just think about the contract -- imagine the play it will have on your promotion. And well, buddy, about that better mousetrap … we can apply for patents, too."

Is this what I envisioned?

"We'll get together on that, once you get the crisis out of that life cycle. Any questions?"

"Is this the work for me?" Michael asks.

"I don't get it, Mike. Of course-- it's your job! That's what we pay you for."

"Just thinking out loud, Bill. But now that I've heard your answer, I didn't realize … for some reason I thought of my work differently, more valuable … "

"It is valuable! Like I said, that's a $23 million contract - with options for renewal!"

For Michael, this scenario isn't just a crisis in the business cycle. It's a life crisis. There's more at risk than career security. Michael's suddenly face-to-face with a values choice--the choice he makes speaks to his regard for his values and how he will continue a life path aligned with his values. The choice concerns his day-to-day decisions and his sense of esteem and personal fulfillment. Does he walk away or play the game?

The choice isn't easy. Yet it's much easier when your values are clear, making your decisions values-driven. Our values really do make life meaningful for us, and further tell us when to say yes … when to say no. Values also give us the armor to plough through even the toughest crises, discomfort and stress. They justify our actions so we can move forward without regret. Bob Pinkston phrased it with this apt paradox: "I've realized that values orientation means my decisions are sometimes harder, but they're easier to make." http://www.lifemanual.com/its-up-to-you.php

Revisit Michael's crisis. Consider how his values will lead him to a decision he can make without regret. What option would you choose, and what values would support it?

Michael's Value-Driven Options

- Option 1: Adjust the production process as the contract specifies. It's not very comfortable, but I also have an equal obligation to respect the contract and my employer. Career risk is a threat to my family's security, which is a very important value to me. And my decision could put my whole team at risk … are there alternative steps that might make me more comfortable and lead to a better resolution? Set goals … perhaps we can set goals as a team, too.

- Option 2: Quit! This isn't what my life is about. It's not what I thought my career was about. Hey! With the proceeds generated by my employer's termination clause, patent a shelf for neoangle showers. They're all the rage … nobody sells this kind of shelf, so I have a lucrative, exciting opportunity. We can do this as a family … our intimacy is an important value to me. I can also apply my real engineering skills, a potential that's important but not available to me at the current job. That's a value, too. I've forgotten about that one. Perhaps it's time to set new goals aligned with my real vision….

- Option 3: Consider all the consequences. Discuss the issue with my family and the team; my decision affects them and me. Besides,

ion angle. He wonders where he stashed his drafting paper, his compass … he believes he can create the shelf that he envisions.

But the thoughts are quickly discarded, stifled by the ring of the telephone. With a slight sigh, Michael answers. It's his boss, who apologizes for calling on a Sunday afternoon…

"No problem," Michael says, "that's what I'm here for."

There's a problem with the production cycle, his boss explains. Under the plant's new defense contract, there's a life cycle clause … basically the manufacturing cycle must produce the part as specified … and Mike's team, well, they re-engineered the original patent … the modification is a problem--"

"That's because it doesn't work," Michael interrupts, "or it won't work for long -- see the rotational axis…"

Somebody needs to make it work, the boss demands. He reads Michael the clause.

"A life cycle issue. I see."

"Good. Or it's a life cycle crisis, because Mike, this is a $23 million contract!"

"Sure, Bill, I get that part. It's the other part I don't get. You're saying that we need to upcycle the part, and a slight modification is okay … as long as it's true to the design. Any big change that calls for patent reapplication is a no-go. Even if it's better?

And safer, he thinks.

"That's it, Mike. I knew I could count on you!"

"So we don't care about a better mousetrap?"

The boss chuckles. "No, we care about the contract. Save the improvement for the boardroom."

…is this really the work for me? The thought briefly invades again. It's discarded by the sound of Michael's family -- and sudden anxiety that his job may be at stake.

"Mike? Are you there?"

"Sure, Bill, just thinking."

"Well, just think about the contract -- imagine the play it will have on your promotion. And well, buddy, about that better mousetrap … we can apply for patents, too."

Is this what I envisioned?

"We'll get together on that, once you get the crisis out of that life cycle. Any questions?"

"Is this the work for me?" Michael asks.

"I don't get it, Mike. Of course-- it's your job! That's what we pay you for."

"Just thinking out loud, Bill. But now that I've heard your answer, I didn't realize … for some reason I thought of my work differently, more valuable … "

"It is valuable! Like I said, that's a $23 million contract - with options for renewal!"

For Michael, this scenario isn't just a crisis in the business cycle. It's a life crisis. There's more at risk than career security. Michael's suddenly face-to-face with a values choice--the choice he makes speaks to his regard for his values and how he will continue a life path aligned with his values. The choice concerns his day-to-day decisions and his sense of esteem and personal fulfillment. Does he walk away or play the game?

The choice isn't easy. Yet it's much easier when your values are clear, making your decisions values-driven. Our values really do make life meaningful for us, and further tell us when to say yes … when to say no. Values also give us the armor to plough through even the toughest crises, discomfort and stress. They justify our actions so we can move forward without regret. Bob Pinkston phrased it with this apt paradox: "I've realized that values orientation means my decisions are sometimes harder, but they're easier to make." http://www.lifemanual.com/its-up-to-you.php

Revisit Michael's crisis. Consider how his values will lead him to a decision he can make without regret. What option would you choose, and what values would support it?

Michael's Value-Driven Options

- Option 1: Adjust the production process as the contract specifies. It's not very comfortable, but I also have an equal obligation to respect the contract and my employer. Career risk is a threat to my family's security, which is a very important value to me. And my decision could put my whole team at risk … are there alternative steps that might make me more comfortable and lead to a better resolution? Set goals … perhaps we can set goals as a team, too.

- Option 2: Quit! This isn't what my life is about. It's not what I thought my career was about. Hey! With the proceeds generated by my employer's termination clause, patent a shelf for neoangle showers. They're all the rage … nobody sells this kind of shelf, so I have a lucrative, exciting opportunity. We can do this as a family … our intimacy is an important value to me. I can also apply my real engineering skills, a potential that's important but not available to me at the current job. That's a value, too. I've forgotten about that one. Perhaps it's time to set new goals aligned with my real vision….

- Option 3: Consider all the consequences. Discuss the issue with my family and the team; my decision affects them and me. Besides,

r patent reapplication is a no-go. Even if it's better?

And safer, he thinks.

"That's it, Mike. I knew I could count on you!"

"So we don't care about a better mousetrap?"

The boss chuckles. "No, we care about the contract. Save the improvement for the boardroom."

…is this really the work for me? The thought briefly invades again. It's discarded by the sound of Michael's family -- and sudden anxiety that his job may be at stake.

"Mike? Are you there?"

"Sure, Bill, just thinking."

"Well, just think about the contract -- imagine the play it will have on your promotion. And well, buddy, about that better mousetrap … we can apply for patents, too."

Is this what I envisioned?

"We'll get together on that, once you get the crisis out of that life cycle. Any questions?"

"Is this the work for me?" Michael asks.

"I don't get it, Mike. Of course-- it's your job! That's what we pay you for."

"Just thinking out loud, Bill. But now that I've heard your answer, I didn't realize … for some reason I thought of my work differently, more valuable … "

"It is valuable! Like I said, that's a $23 million contract - with options for renewal!"

For Michael, this scenario isn't just a crisis in the business cycle. It's a life crisis. There's more at risk than career security. Michael's suddenly face-to-face with a values choice--the choice he makes speaks to his regard for his values and how he will continue a life path aligned with his values. The choice concerns his day-to-day decisions and his sense of esteem and personal fulfillment. Does he walk away or play the game?

The choice isn't easy. Yet it's much easier when your values are clear, making your decisions values-driven. Our values really do make life meaningful for us, and further tell us when to say yes … when to say no. Values also give us the armor to plough through even the toughest crises, discomfort and stress. They justify our actions so we can move forward without regret. Bob Pinkston phrased it with this apt paradox: "I've realized that values orientation means my decisions are sometimes harder, but they're easier to make." http://www.lifemanual.com/its-up-to-you.php

Revisit Michael's crisis. Consider how his values will lead him to a decision he can make without regret. What option would you choose, and what values would support it?

Michael's Value-Driven Options

- Option 1: Adjust the production process as the contract specifies. It's not very comfortable, but I also have an equal obligation to respect the contract and my employer. Career risk is a threat to my family's security, which is a very important value to me. And my decision could put my whole team at risk … are there alternative steps that might make me more comfortable and lead to a better resolution? Set goals … perhaps we can set goals as a team, too.

- Option 2: Quit! This isn't what my life is about. It's not what I thought my career was about. Hey! With the proceeds generated by my employer's termination clause, patent a shelf for neoangle showers. They're all the rage … nobody sells this kind of shelf, so I have a lucrative, exciting opportunity. We can do this as a family … our intimacy is an important value to me. I can also apply my real engineering skills, a potential that's important but not available to me at the current job. That's a value, too. I've forgotten about that one. Perhaps it's time to set new goals aligned with my real vision….

- Option 3: Consider all the consequences. Discuss the issue with my family and the team; my decision affects them and me. Besides,

>For Michael, this scenario isn't just a crisis in the business cycle. It's a life crisis. There's more at risk than career security. Michael's suddenly face-to-face with a values choice--the choice he makes speaks to his regard for his values and how he will continue a life path aligned with his values. The choice concerns his day-to-day decisions and his sense of esteem and personal fulfillment. Does he walk away or play the game?

The choice isn't easy. Yet it's much easier when your values are clear, making your decisions values-driven. Our values really do make life meaningful for us, and further tell us when to say yes … when to say no. Values also give us the armor to plough through even the toughest crises, discomfort and stress. They justify our actions so we can move forward without regret. Bob Pinkston phrased it with this apt paradox: "I've realized that values orientation means my decisions are sometimes harder, but they're easier to make." http://www.lifemanual.com/its-up-to-you.php

Revisit Michael's crisis. Consider how his values will lead him to a decision he can make without regret. What option would you choose, and what values would support it?

Michael's Value-Driven Options

- Option 1: Adjust the production process as the contract specifies. It's not very comfortable, but I also have an equal obligation to respect the contract and my employer. Career risk is a threat to my family's security, which is a very important value to me. And my decision could put my whole team at risk … are there alternative steps that might make me more comfortable and lead to a better resolution? Set goals … perhaps we can set goals as a team, too.

- Option 2: Quit! This isn't what my life is about. It's not what I thought my career was about. Hey! With the proceeds generated by my employer's termination clause, patent a shelf for neoangle showers. They're all the rage … nobody sells this kind of shelf, so I have a lucrative, exciting opportunity. We can do this as a family … our intimacy is an important value to me. I can also apply my real engineering skills, a potential that's important but not available to me at the current job. That's a value, too. I've forgotten about that one. Perhaps it's time to set new goals aligned with my real vision….

- Option 3: Consider all the consequences. Discuss the issue with my family and the team; my decision affects them and me. Besides,

ons

- Option 1: Adjust the production process as the contract specifies. It's not very comfortable, but I also have an equal obligation to respect the contract and my employer. Career risk is a threat to my family's security, which is a very important value to me. And my decision could put my whole team at risk … are there alternative steps that might make me more comfortable and lead to a better resolution? Set goals … perhaps we can set goals as a team, too.

- Option 2: Quit! This isn't what my life is about. It's not what I thought my career was about. Hey! With the proceeds generated by my employer's termination clause, patent a shelf for neoangle showers. They're all the rage … nobody sells this kind of shelf, so I have a lucrative, exciting opportunity. We can do this as a family … our intimacy is an important value to me. I can also apply my real engineering skills, a potential that's important but not available to me at the current job. That's a value, too. I've forgotten about that one. Perhaps it's time to set new goals aligned with my real vision….

- Option 3: Consider all the consequences. Discuss the issue with my family and the team; my decision affects them and me. Besides, if my team thinks I'm selling out, it undermines our cohesiveness. I can also discuss this dilemma with the plant leadership -- perhaps we need to explore our company values … maybe the contract isn't a good fit. Maybe it can be adjusted. And my family is due for a check-up -- our values can determine the risks we're willing to take weighed against our security, fulfillment and our future.

It should be apparent that each decision is sound. With a values-oriented focus, the values important to Michael affirm each choice. Or they may even lead to another … what other options exist in this scenario or another … what values are paramount to your life, career and life choices?

Values do more than just sustain us through challenges and tough decisions. They define the challenge, clarify action steps and often, give rise to results that embrace new potentials, possibilities and goals. They move us from the 'sound and fury' of reaction and rationalization to promising comfort arising in reason.

Explore your values. Consider their influence before those demanding times of turnaround and recovery. Your values will lead to a sound strategy, one that drives the meaningful shift from 'life crisis' to life.