Nearly fifteen years ago, at the encouragement of my students at Northwestern University’s Kellogg School of Management, I wrote my first book: From Values to Action: The Four Principles of Values-Based Leadership. Although values-based leadership is timeless, so much in the world has changed. That led me to revisit and revise the book.
I’m pleased to announce From Values to Action, Second Edition (Wiley), which is now available for preorder from booksellers including Amazon and will be released on Dec. 9, 2025. This latest edition in my series of books on values-based leadership provides new content and context on what it means to be a values-based leader today.
Value-based leadership comes down to two simple rules: do the right thing and do the best you can in the time you have. Today, the world is in even greater need of values-based leaders who are willing to do the right thing, instead of pursuing their own self-interest.
I am of the firm belief, and I’m certainly not alone in this view, that having values is neither old-fashioned nor counterproductive. Rather, taking the time to self-reflect, gaining deeper insight into what you stand for and what matters most to you, is crucial to values-based leadership. When we use our values as a moral compass to guide our decisions and actions, everyone is elevated: you as an individual, your team, your organization, your community, and the world around you.
The Four Principles of Values-Based Leadership
From Values to Action, Second Edition explores my four principles of values-based leadership within the context of greater complexity in the world today:
- Self-reflection, the first and most important of the principles, requires you to look within yourself. Through regular self-reflection, you strive for greater self-awareness, which helps you make significant progress toward reaching your full potential. Here’s a simple way to think about the connection between self-reflection and leadership: If you are not self-reflective, how can you truly know yourself? If you do not know yourself, how can you lead yourself? And if you cannot lead yourself, how can you possibly lead others?
- A balanced perspective, the second principle, has evolved most in the latest edition of the book. Formerly known as balance, the principle has been redefined as a balanced perspective to reflect the importance of understanding multiple viewpoints. Leaders who pursue a balanced perspective realize that their viewpoint is just that: theirs. By gathering input from others, especially those who have opposing opinions, you gain a global perspective that enables you to make choices that align with your priorities. Given the complexity of challenges today, and the polarity that divides people, it’s increasingly important to pursue a balanced perspective. After all, the goal is not to be right, but to do the right thing.
- True self-confidence, the third principle, enables you to appreciate your strengths, talents, and accomplishments, while also acknowledging the areas in which you need development. As a truly self-confident leader, you have a deep awareness of what you bring to the table, and develop a team with complementary strengths in areas where you have weaknesses.
- Genuine humility, the fourth principle, keeps us grounded. No matter how high you rise, you never forget where you started. Genuine humility helps you recognize that you are no better or worse than anyone else, that you must respect everyone and not treat anyone differently. When you embrace genuine humility, your leadership thrives. Your team members are willing to work with you to accomplish the mission and will respect your decisions because they know you value their contributions, no matter their roles.
The principles are interconnected, each building on and contributing to the others. Together, they form a solid foundation for values-based leadership. As a lifelong discipline, these principles will help you define what matters most.
Readers will find insights and guidance for becoming values-based leaders from my own experiences, discussions with MBA students, and from leaders who rely on their values as a moral compass, including J.P. Gallagher, CEO of Endeavor Health; David Blowers, vice chairman of Northern Trust; and Amy Hilliard, a former executive with companies such as Gillette and L’Oreal, and an entrepreneur.
Values in Action
My four principles of values-based leadership are as important early in your career as they are later on. As you embrace these principles, you influence others, even when they do not report to you. Then, as you grow in your career, it will be that much easier for you because you have honed your leadership skills. People will follow you, not because you are the boss, but because they trust you and what you stand for. You know how to influence and relate, inspire and motivate, while helping to develop their values-based leadership.
My four principles of values-based leadership are not solely for CEOs, managers, or leaders who have people reporting to them. These principles apply to anyone who wants to become a values-based leader. You can make a difference and have a positive impact on others—and that’s what true leadership is all about.
Now more than ever people need values-based leadership to guide them in this uncertain world. This updated version of From Values to Action is a guide for those looking to be better leaders at any and all levels.
