2.3.10.3 — Required Readings
The readings in this section are intentionally selected to deepen your understanding of values as operational mechanisms, not conceptual ideals. Each resource reinforces the principle that values only create impact when they are clearly defined, actively practiced, and consistently upheld — especially under pressure, ambiguity, or competing incentives.
These texts approach values from behavioral science, leadership psychology, and organizational execution. Together, they provide a multidimensional view of how values influence identity, culture, and strategy through real-world application.
Start with: The Culture Code — Daniel Coyle
Assigned Section: Chapter 1 — “The Good Apples.”
This chapter demonstrates how values shape belonging, trust, and behavioral norms within teams. Coyle illustrates that culture is not formed by intention or slogans, but through repeated signals that define: what is acceptable, what is unacceptable, and what behavior is rewarded, ignored, or corrected. This reading reinforces the idea that values do not create culture through words — culture emerges from what is consistently lived.
Next study: Principles — Ray Dalio
Assigned Section: Part I — “Where I'm Coming From.”
Dalio presents values as decision systems — structures that make reasoning transparent, intentional, and repeatable. He shows how values evolve from personal convictions into operational principles that filter choices, standardize judgment, and reduce ambiguity in high-stakes decisions. This reading clarifies the difference between values as preferences and values as governance frameworks.
Then read: Dare to Lead — Brené Brown
Assigned Section: Part Two — “Living Into Our Values.”
Brown examines the behavioral and emotional dimensions of values. She explores how values are tested in moments of discomfort, conflict, vulnerability, and uncertainty — and how lived values become the foundation for courage, accountability, trust, and identity-based leadership. This reading emphasizes a critical truth: values matter most when they cost something.
As you engage with these readings, do not read passively. Use them as mirrors and diagnostic tools. Reflect on:
These readings are not designed to affirm comfort — they are selected to challenge assumptions, expose blind spots, and strengthen conviction. The objective is not only to understand values, but to develop the capacity to live them consistently.
The goal is not simply to know what your values are —
the goal is to lead in a way that proves them.