GOVN 500

Values Categorization

​

Group 1 – Important to Me:
Empathy, Integrity, Growth, Courage, Equality, Respect, Communication, Curiosity, Trust, Teamwork, Strength, Flexibility, Hope, Wisdom, Reflexivity, Humour, Balance, Boundaries

Group 2 – Neutral:
Achievement, Discipline, Innovation, Prosperity, Security, Freedom, Health, Friendship, Patience, Productivity, Happiness, Recognition, Independence

Group 3 – Not Important:
Competition, Power, Risk-Taking, Challenge, Beauty, Wealth, Spirituality/Faith

 

Top 10 Values & The Importance

 

Empathy

I value empathy because it keeps me grounded in the realities others are facing. For me, it is not about being soft or overly emotional. It is about listening, understanding context, and responding in a way that is fair even when decisions are difficult.

 

Reflexivity

Reflexivity has recently become one of my most important leadership values because it requires ongoing self-awareness. It is important because it allows me to understand that people have their own perspectives, shaped by experiences and its not about my challenging these view but rather staying open to them.

 

Boundaries

Having boundaries is an important value because it creates the structure that allows trust and professionalism to succeed. Boundaries help me make fair decisions and maintain consistency even when situations get personal.

 

Humour

Humour is often underestimated as a leadership value, but I see it as essential for balance and connection. It eases tension, makes me more approachable, and shows that even serious work can still have humour in it. In my field, where I deal with heavy issues like homelessness, addiction and mental health, humour provides relief and human connection.

 

Growth
To me, growth represents ambition. I believe that effective leaders must be willing to evolve; intellectually, emotionally, and professionally. Growth is important because staying open to learning and improving benefits not only me, but team as well.

 

Trust
Trust is the foundation of every relationship, from team dynamics to community partnerships. It is important because it promotes honest dialogue, which is essential for addressing difficult/sensitive issues. If trust is missing, people will hold back and meaningful conversations never happen.

​

Respect
Teams can only function effectively when all members feel respected. Respect includes honouring others expertise, lived experience, and cultural perspectives. When people feel valued and respected, they are able to not only work better together, but also contribute more openly.

​

Communication
Communication is the ability to listen, interpret, and share ideas clearly. Communication builds values such as trust and ensures that intentions match understanding. It is important because it reveals the nuances behind what someone is saying. This in turn prevents misinterpretation.

​

Curiosity
Curiosity drives learning and encourages new perspectives. In leadership, curiosity opens space for new solutions and avoids stagnation in how things have always been done.

​

Balance

Balance is a value I might not have listed before engaging with Kraemer’s (2011) ideas in From Values to Action, but it now feels important. True leadership requires balance between personal and professional demand, and between what organizations require and what people need. In community work, emotional labour can be heavy, and balance is what keeps compassion from turning into burnout.

 

Inventory of Competencies

 

Communication and Public Engagement

I’ve developed this competency through writing and presenting quarterly reports to Council, facilitating community consultations and leading the creation of the Community Safety and Well-Being (CSWB) Plan. These experiences have strengthened my ability to communicate across audiences (from residents to elected officials).

That said, confidence in public speaking is still something I’m working on. I tend to overthink how I sound and sometimes rely on filler words when nervous. My CAO often reminds me to watch my recordings, and while I don’t sound as bad as I imagine, I’m not fully confident yet. I think I’m still learning what Kraemer (2011) calls self-reflection; the kind that doesn’t rely on perfection but on authenticity. For now, I sometimes have to fake it, but I know it will come with practice and time. I can already see progress, and I expect that a year from now, I’ll look back and be proud of how far I’ve come.

 

Relationship-Building and Collaboration

Building partnerships has been a central part of my leadership role. I’ve worked across government, Indigenous organizations, and non-profits to align efforts around homelessness, mental health, and community safety and well-being. Internally, I created an interdepartmental managers’ meeting for the City of Timmins about a year ago. I noticed that while department heads regularly met, managers rarely had the opportunity to collaborate or share challenges. Establishing this space has strengthened communication across departments and improved coordination on many shared priorities.

Externally, I now work with over 50 community partners, each with their own priorities and pressures. Building individual relationships with all of them has taught me that collaboration isn’t just about coordination.

 

Reflexive Practice and Critical Thinking

Reflexivity is something I’ve always known was important, but it really deepened for me during my graduate studies, particularly in MAIS 602. The idea that reflexivity means always questioning your own assumptions and impact has carried into how I lead. In my role, I often navigate power dynamics and conflicting needs between organizations and individuals. Being reflexive helps me step back and see the full picture rather than reacting from one side. It reminds me not to get pulled too far left or right, but to stay grounded in understanding both perspectives. This balance between awareness and action has become one of the most important parts of my decision-making process.