The Value Institute

Sample Research Deliverable

What a Full Valuegraphics Research Engagement Looks Like

A sample research deliverable from the Valuegraphics Research Company

This is an example of the research David's firm delivers as part of a Values Institute engagement. In this case, it was prepared for the Public Sector HR Association. It's deep, original research built to help you engage and influence the people you need to reach — your customers, your employees, your members, your community. No two studies are the same, because no two audiences are the same.

The Values Institute goes beyond a single keynote — it embeds this level of research into a program that lasts as long as you need it to.

1,350+Surveys completed

56Values measured

3Power Values identified

5Audience segments

1

Part One of This Report

What the Research Reveals About the Whole Workforce

Power values, return on values, a ranking of the 13 most relevant of the 56 measured values, quick wins, dealmakers and dealbreakers, preferred media channels, and a demographic snapshot — all for the public sector workforce as a whole

The Core Finding

The Most Powerful Ways to Engage and Influence the Public Sector Workforce

Of the 56 values in the Valuegraphics Database, these three scored highest for the public sector workforce — and they differ dramatically from the US general population. They are the levers that change what happens next.

1

Relationships

Power Value · 90% of the public sector workforce vs 77% US general population

90%

Definition for the Public Sector Workforce

For the public sector workforce, Relationships means the connections they hold with all kinds of people — close bonds, everyday ties, and everything in between. These connections shape their lives and give them meaning.

How to apply it

People who prioritize Relationships need their connections to feel real, not transactional. Encourage collaboration, build in recognition, and keep dialogue open. When ties feel meaningful, engagement follows.

Sample Initiative: Inter-Departmental Coffee Dates

Pair employees from different roles (e.g., an admin and a field worker) for short coffee or virtual chats each month.

Why it works: People who value relationships want everyday ties to feel authentic, not transactional. This builds bridges outside silos.

2

Financial Security

Power Value · 70% of the public sector workforce vs 54% US general population

70%

Definition for the Public Sector Workforce

For the public sector workforce, Financial Security means knowing they can provide for themselves and their families — not just today, but well into the future. It is the reassurance that the ground beneath them is solid.

How to apply it

People who prioritize Financial Security need to know their work adds up to something lasting. Fair pay, visible benefits, and a clear link between their role and long-term stability — these are not perks. They are the foundation.

Sample Initiative: The Emergency Cushion Fund

Offer small, low-interest payroll advances or emergency grants for unexpected expenses.

Why it works: Financial Security erodes fast in a crisis. Removing that threat builds loyalty and reduces the kind of stress that quietly drives people out the door.

3

Social Standing

Power Value · 61% of the public sector workforce vs 24% US general population

61%

Definition for the Public Sector Workforce

For the public sector workforce, Social Standing means being seen as trustworthy and respected — not just by colleagues, but by the wider community they serve. It is the recognition that comes from others looking up to them.

How to apply it

People who prioritize Social Standing need their contributions to be seen — publicly, not just internally. Highlight achievements, offer visible roles, and support the credibility of the people doing the work.

Sample Initiative: Say Thanks, and Educate, Publicly

Use community newsletters, social media feeds, or city websites to publicly recognize employee contributions.

Why it works: Respect from the wider public enhances social standing inside the workplace and helps the public understand the work being done and the people doing it.

Business Impact

What Changes for the Public Sector Workforce When You Lead With These Values

When strategies align with what actually matters to the public sector workforce, measurable things change. These are the KPIs that move — and by how much.

Loyalty 29%

Trust 24%

Engagement 23%

Financial Commitment 17%

Financial Commitment reflects how much more open the public sector workforce becomes to financial decisions and investments when the values of the people involved are being met.

Complete Data

What Matters Most to the Public Sector Workforce — and What It Specifically Means to Them

Every value below is defined specifically for the public sector workforce — not a generic dictionary definition. The three values marked ★ are the Power Values: the ones that scored highest and differ most dramatically from the general population.

Value Definition for the Public Sector Workforce Public Sector Workforce US General

Relationships ★ The connections they hold with all kinds of people — close bonds, everyday ties, and everything in between. These shape their lives and give them meaning. Public Sector Workforce:90% US General77%

Family The specific family members they hold close. The foundation of love, commitment, and stability in their lives. Public Sector Workforce:86% US General83%

Personal Growth The drive to be better than yesterday — to pursue progress and hit goals that move them closer to the life they want. Public Sector Workforce:75% US General73%

Financial Security ★ Knowing they can provide for themselves and their families — not just today, but long into the future. The reassurance that the ground beneath them is solid. Public Sector Workforce:70% US General54%

Possessions Having the things that support the life they want. The sense of progress that comes from owning what helps them live as they choose. Public Sector Workforce:69% US General60%

Belonging Being able to point to the groups where they fit — and feeling a general sense of acceptance in the world around them. Public Sector Workforce:69% US General89%

Personal Responsibility Getting done what needs to get done. The grounding stability that comes from following through on what they said they would do. Public Sector Workforce:68% US General42%

Health & Well-Being Caring for body and mind over the long term. The steadiness that comes from treating health as an investment, not an afterthought. Public Sector Workforce:66% US General70%

Loyalty Standing by the people they already know and trust. The strength that grows from shared history and showing up when it counts. Public Sector Workforce:65% US General47%

Experiences Creating moments that matter — breaks from routine that help them feel connected, alive, and reminded of what they are working toward. Public Sector Workforce:62% US General45%

Social Standing ★ Being seen as trustworthy and respected — not just by colleagues, but by the wider community they serve. The recognition that comes from others looking up to them. Public Sector Workforce:61% US General24%

Employment Security Knowing their job is steady and their work will last. The overall life stability that comes from not having to wonder whether they will still be employed next year. Public Sector Workforce:59% US General67%

Basic Needs Securing the essentials first. The long-term stability that comes from knowing the necessities are covered before anything else. Public Sector Workforce:56% US General68%

Actionable Strategy

Where to Start With the Public Sector Workforce: What to Do, What to Stop, and What to Test

Prioritize

Reliable employment security with benefits, pensions, and competitive wages

Inclusive environments where belonging and recognition are built into daily culture

Opportunities for skill-building, mentoring, and visible pathways to advancement

Relational leadership practices that emphasize collaboration and open dialogue

Practical tools and resources that help employees meet family and life needs

Eliminate

Toxic cultures marked by poor management, exclusion, or lack of recognition

Stagnation caused by rigid hierarchies or blocked career pathways

Wage dissatisfaction or inequity compared with private sector roles

Overly bureaucratic systems that erode trust and accountability

Tokenistic gestures that undermine genuine inclusivity and belonging

Consider

Tailored support for both new entrants (orientation, mentoring) and veterans (recognition, legacy building)

Flexible policies that respect family commitments and personal well-being

Visible recognition of employees' social standing and credibility within their teams and communities

Financial wellness programs that address real-world pressures, not just retirement planning

Psychographics

What Keeps the Public Sector Workforce Engaged — and What Drives Them Out the Door

These are the factors the public sector workforce says would keep them — or push them out. Survey responses carry some bias, but they are a powerful complement to the values data and reveal what people are willing to say out loud.

Dealmakers — What Keeps Them

Security 56% A perception that they have secure employment

Pension / Benefits 46% Staying for the benefits the position offers them

Team / Collective 41% Feeling part of a supportive group pursuing a similar purpose

Dealbreakers — What Drives Them Away

Toxic Culture 51% Frustration with organizational culture and/or poor management

Wage Dissatisfaction 48% Wage gap with private sector and/or cost of living

Stagnation 47% Feeling stuck, with few opportunities for growth or advancement

Psychographics

Where to Reach the Public Sector Workforce: The Channels That Actually Influence Them

The public sector workforce told us which channels actually influence their decisions. These are not just where they spend time — they are where they are open to being reached.

Personal Recommendations 82%

Professional Recommendations 77%

Facebook 70%

LinkedIn 66%

Content Marketing 65%

Sponsorships 62%

Networking and Events 61%

Instagram 59%

Influencers 59%

Other Word of Mouth 58%

Demographics

Demographics of the Public Sector Workforce

Demographics tell you what people are. They are useful for categorizing, but they do not explain motivation or predict behavior. The Valuegraphics values above tell you who people are — and that is what drives decisions.

Age Primarily 35–64 years old (45–54 is the largest group at 25%)

Gender Male 53% · Female 46% · Non-Binary ~1%

Income Majority $25,000–$99,999 (with $50K–$74K as the single largest bracket at 27%)

Education Degree or equivalent (36%), some beyond high school (30%), beyond degree (19%)

Relationship In a relationship with dependents (36%), single (26%), in a relationship no dependents (24%)

Geography United States (PSHRA membership)

2

Part Two of This Report

Going Deeper: The Five Types of People in This Workforce

The sections above describe the public sector workforce as a whole. What follows goes deeper — breaking that workforce into five distinct groups, each with its own dominant values, motivations, and communication preferences. Each group is brought to life through a fully developed persona built directly from the data.

Audience Segmentation

Five Different Types of People in the Public Sector Workforce — Each Needing a Different Approach

The research identified five distinct groups within the public sector workforce, each with its own dominant values, behaviors, and communication preferences. A sixth category called Splinter Groups (9%) captures smaller clusters that are too distinct to fold into any of the five main segments.

Life-Driven Workers 27% Those working long hours for reasons other than family or career. The 'why' is varied — personal goals, passions, or the life they're building outside of work.

Motivated Overspent 24% Those who are financially stretched but highly motivated to improve their situation. They are attracted to anything they perceive will help them achieve financial stability.

Life-Driven Savers 17% Driven by something in their life (not work, not family) and are strong, routine-driven savers with sufficient self-control. Predictability and security are paramount.

Influenced Loyalists 12% Loyal to someone they are influenced by. This influence directs them toward specific organizations, brands, and decisions. Loyalty can be fickle or deeply significant.

Habitual Loyalists 11% Loyal out of habit. Get them, please them, and they're yours. If they don't see a reason to change, they won't — until trust is broken.

Actionable Personas

A Human Face: A Persona for Each Segment of the Public Sector Workforce

Each segment is brought to life through a persona — a research-grounded character who represents the values, motivations, and voice of that group. These are not invented archetypes. They are built directly from the data.

Alex 27% of audience

Life-Driven Workers Age 38 · Mid-level public sector analyst

Defining Values

Positive Environments, Happiness, Compassion

Who Alex is

Meet Alex. He is proud of his work in the public sector but does not define himself by his job alone. He works hard, long hours, but the 'why' behind those hours is rooted in his personal life. Whether it is providing for the life he wants to live, building stability, or pursuing passions outside of work, his job is a vehicle for something larger. Alex thrives in positive, collaborative environments, but quickly disengages when bureaucracy and toxic cultures take over.

What Alex wants

Alex wants work to feel secure and purposeful while giving him room to grow. He seeks balance between professional demands and personal fulfillment. Leaders who inspire him provide opportunities to develop skills, acknowledge his contributions, and make the workplace feel safe and supportive. He wants recognition, growth, and an environment that does not hold him back.

About this segment

Life-Driven Workers put in long hours for reasons that have nothing to do with career ambition or family obligation. Their motivations vary, but they consistently prioritize Personal Growth, Relationships, and environments that support their well-being. They stay committed when they feel secure, see progress, and work somewhere that does not get in the way of the life they are building.

In their own words

“Give me space to grow, not reasons to feel stuck.”

“I work hard, but it is not just about the job. It is about the life I am building.”

“If the culture turns toxic, I will start looking elsewhere.”

Return on Values — This Segment

+32%Engagement

+26%Loyalty

+24%Trust

+21%Financial Elasticity

Quick Wins — This Segment

Prioritize

Psychological Safety

Build environments where people feel safe to speak up, take risks, and be themselves without fear of consequence.

Growth Pathways

Make it easy to see how to grow. Clear, accessible opportunities for skill development and career advancement keep Personal Growth visible

Connect Work to Purpose

Show people how their daily work connects to something larger. When the purpose resonates personally, effort follows.

Eliminate

Bureaucratic Friction

Remove the management behaviors and structural obstacles that drain energy and signal that the organization does not respect people's time.

Stagnation

Eliminate dead-end roles with no visible path forward.

Leaders Who Don't Show Up

Leaders who fail to acknowledge contributions or model what they ask of others erode trust faster than almost anything else.

Consider

Flexible Work Options

Explore arrangements that support the life people are building outside of work — without sacrificing team cohesion.

Peer Recognition

Top-down recognition matters, but peer-to-peer acknowledgment often lands harder for people who prioritize Relationships.

Well-Being as Culture

Programs that support mental and physical health signal that the organization sees people as whole human beings, not just workers.

Marissa 24% of audience

Motivated Overspent Age 42 · Public sector program coordinator

Defining Values

Basic Needs, Employment Security, Personal Responsibility

Who Marissa is

Meet Marissa. She works tirelessly to keep her family secure and her household steady, even while managing financial pressures. Debt or stretched budgets may weigh on her, but they do not define her outlook. She is driven to improve her circumstances and is motivated by the reassurance that her work provides essentials, security, and benefits that protect her loved ones.

What Marissa wants

Marissa wants stability she can count on, wages that match the cost of living, and recognition for her commitment. She thrives when leaders show that her contributions matter and when the workplace supports her well-being and sense of belonging. What keeps her engaged is not only security and pay but also the pride of being part of something meaningful and respected.

About this segment

Motivated Overspent employees are financially stretched but highly motivated to improve their situation. They are drawn to anything they believe will help them achieve stability. They respond to clear financial benefits, genuine recognition, and workplaces that acknowledge the real pressures they carry outside the office.

In their own words

“Fair pay is not just about me, it is about taking care of those who count on me.”

“I stay because I believe in what we do, but I need to feel like the basics are covered.”

“Security matters, but so does respect. Show me both, and I will give you everything I have.”

Return on Values — This Segment

+23%Engagement

+21%Loyalty

+19%Trust

+17%Financial Elasticity

Quick Wins — This Segment

Prioritize

Competitive Compensation

Ensure wages keep pace with cost of living and close the gap with private sector alternatives.

Make Benefits Tangible

Clearly communicate the full value of pensions, health benefits, and job security. People prioritizing Financial Security need to see the numbers, not just hear the promise.

Financial Stress Resources

Offer practical resources that help people manage financial pressure and plan for stability. This is not a perk — it directly addresses what keeps this segment up at night.

Eliminate

Unclear Pay Structures

Inconsistent or opaque compensation erodes trust fast. People prioritizing Financial Security need to know exactly where they stand.

Organizational Politics

Shield frontline workers from the internal politics that have nothing to do with the work — and everything to do with undermining their sense of purpose.

Invisible Hard Work

Cultures where effort goes unnoticed breed resentment. For this segment, recognition is not optional — it is part of what makes the job worth doing.

Consider

Emergency Financial Programs

Explore short-term assistance options for employees facing acute financial hardship.

Transparent Pay Equity Reviews

Consider regular, visible reviews to demonstrate fairness and commitment to equitable pay.

Milestone Recognition

Acknowledge tenure and loyalty with recognition that feels meaningful — not a plaque, but something that signals the organization noticed.

Cameron 17% of audience

Life-Driven Savers Age 46 · Senior public sector administrator

Defining Values

Creativity, Ambition, Cooperation

Who Cameron is

Meet Cameron. He is steady, dependable, and motivated by the need to create security that lasts. He is disciplined with money and cautious about unnecessary risks. At work, he is known for taking responsibility, meeting obligations, and holding himself to high standards. Recognition and respect mean as much to him as paychecks, because they signal that his effort is valued.

What Cameron wants

Cameron wants to know that his workplace will reward his dedication with fair wages, reliable benefits, and opportunities to move forward. He thrives when leadership provides clear pathways to grow while also ensuring that resources and support match the demands placed on him. Security matters, but so does the ability to pursue personal goals without being overextended.

About this segment

Life-Driven Savers are motivated by something in their lives beyond work or family — and they are disciplined, routine-driven savers with strong self-control. Predictability and long-term planning matter deeply to them. Disruptions to their sense of stability are unsettling. Consistency and clear expectations are what build their loyalty.

In their own words

“I give my best when I can see how it adds up to real progress.”

“Do not overload me with responsibilities without giving me the tools to succeed.”

“Respect comes from recognizing the effort I put in every day.”

Return on Values — This Segment

+34%Engagement

+28%Loyalty

+22%Trust

+18%Financial Elasticity

Quick Wins — This Segment

Prioritize

Pension & Benefits Clarity

Make the long-term value of pension and benefits tangible and easy to understand.

Visible Advancement Paths

Make it clear how sustained performance leads somewhere. Merit-based pathways reward the discipline this segment brings to their work.

Workload vs. Resources

Asking people to do more with less is a direct threat to the stability this segment depends on. Match responsibilities with adequate resources.

Eliminate

Wage Gaps

Address the gap between public sector pay and private sector alternatives head-on.

Toxic Culture

Remove management practices that undermine trust, collaboration, and well-being.

Do More With Less

Eliminate the situations where people are expected to absorb shortfalls silently. Burnout is the predictable result — and this segment will not recover trust easily.

Consider

Cross-Functional Projects

Explore opportunities for people to contribute to initiatives outside their usual lane. Creativity and Cooperation are defining values for this segment.

Collaborative Team Formats

Team structures that reward shared achievement speak directly to the Cooperation value that defines this segment.

Goal-Based Incentives

Incentive structures that reward goal-setting and personal achievement milestones align with the Ambition that drives this segment forward.

Linda 12% of audience

Influenced Loyalists Age 40 · Public sector HR manager

Defining Values

Loyalty, Experiences, Service to Others

Who Linda is

Meet Linda. She is deeply connected to the people around her and guided by the trust she places in them. Her decisions are shaped by the voices she respects, whether family, colleagues, or leaders who inspire her. Loyalty defines her approach to both work and life. She thrives when she feels part of a collective effort and when her values are mirrored by the people and organizations she follows.

What Linda wants

Linda wants leaders who earn and reciprocate loyalty. She is most engaged when her workplace feels united, when trust is mutual, and when the broader mission is clear and motivating. Recognition, well-being, and belonging are central, but her motivation comes most strongly from alignment with trusted people and communities.

About this segment

Influenced Loyalists are loyal to someone they trust and are guided by. That person or voice directs their decisions about organizations, brands, and commitments. The loyalty can be fragile or deeply rooted depending on the strength of that relationship. Authentic leadership and shared values are what hold them.

In their own words

“I follow people I can trust, and I give back the same loyalty they give me.”

“When politics get in the way, it makes me question what we are working for.”

“Show me a healthy culture, and I will commit myself fully.”

Return on Values — This Segment

+38%Engagement

+27%Loyalty

+17%Trust

+14%Financial Elasticity

Quick Wins — This Segment

Prioritize

Leaders Who Mean It

Invest in leaders who model what they ask of others and build genuine relationships with their teams. For this segment, authenticity is not a nice-to-have — it is the deciding factor.

Collective Identity

Foster a strong sense of shared mission and belonging across the organization. Influenced Loyalists need to feel part of something, not just employed by it.

Reinforce the Purpose

Remind people regularly why the work matters. The public service mission is a genuine source of meaning for this segment — use it.

Eliminate

Political Interference

Remove organizational politics that erode trust and distract from meaningful work.

Toxic Culture

Address management behaviors that undermine psychological safety and team trust.

Compensation Gaps

Wage inequity signals that loyalty is not valued. For a segment that gives loyalty freely, that message lands hard.

Consider

Trusted Voices

Explore partnerships with people this segment already trusts — respected voices in the HR and public sector community who can carry the message further than any ad.

Recognition Through Experiences

Reward loyalty with meaningful experiences, not just financial incentives. For a segment that values Experiences, this lands differently than a bonus.

Events That Build Bonds

Regular events that strengthen team ties and reinforce belonging are not optional extras for this segment — they are part of what keeps them engaged.

Michael 11% of audience

Habitual Loyalists Age 51 · Long-serving public sector operations supervisor

Defining Values

Community, Trustworthiness, Tolerance

Who Michael is

Meet Michael. He is steady, consistent, and places strong value on the people and routines he trusts. He tends to stay with what feels familiar, and once that trust is established, he sees little reason to change. At work, he demonstrates responsibility, honors commitments, and seeks out communities where he feels at home.

What Michael wants

Michael wants reliability in leadership and assurance that his loyalty is valued. He thrives in workplaces where he feels connected to others, where family responsibilities are respected, and where his contributions are noticed. He prefers clear expectations and steady environments rather than frequent disruptions or sudden changes.

About this segment

Habitual Loyalists stay because staying is what they do — out of trust, familiarity, and a preference for what they already know. They are deeply dependable and remain engaged when the culture is healthy, the workload is manageable, and leadership shows up consistently. Their loyalty falters when trust is broken or when the environment becomes toxic or under-resourced.

In their own words

“Once I trust a workplace, I want to stay there.”

“When politics get in the way, it makes me question what we are working for.”

“If leadership breaks trust, it is hard to recover my commitment.”

Return on Values — This Segment

+28%Engagement

+21%Loyalty

+19%Trust

+17%Financial Elasticity

Quick Wins — This Segment

Prioritize

Belonging and Community

Build and maintain a strong sense of collective identity. For Habitual Loyalists, the team is often the reason they stay.

Pride in the Work

Reinforce the meaning and pride of public service at every level. This segment does not need to be convinced — they just need to be reminded.

Consistent Leadership

Leaders who show up, follow through, and stay consistent are the single most important factor in keeping Habitual Loyalists engaged.

Eliminate

Toxic Culture

Remove management behaviors that break trust and damage the sense of community

Burnout and Shortages

Address staff shortages and workload pressure before they push loyal, dependable people past their limits. This segment will absorb a lot — until they cannot.

Stagnation

Eliminate dead-end roles that offer no growth, even for those not primarily motivated by advancement.

Consider

Long-Service Recognition

Explore recognition for tenure that feels genuinely meaningful — not a formality, but an acknowledgment of the depth of commitment this segment brings.

Family-Aware Policies

Policies that acknowledge family responsibilities signal that the organization sees the whole person. For this segment, that matters more than many organizations realize.

Community Involvement

Give people opportunities to contribute to community initiatives as part of their role. Community is a defining value for this segment — make it part of the job, not a side project.

The Values
Institute

One Keynote
Changes a Room.
The Values Institute
Changes an Entire
Organization.

What a Full Valuegraphics Research Engagement Looks Like

What the Research Reveals About the Whole Workforce

The Most Powerful Ways to Engage and Influence the Public Sector Workforce

Relationships

Financial Security

Social Standing

What Changes for the Public Sector Workforce When You Lead With These Values

What Matters Most to the Public Sector Workforce — and What It Specifically Means to Them

Where to Start With the Public Sector Workforce: What to Do, What to Stop, and What to Test

What Keeps the Public Sector Workforce Engaged — and What Drives Them Out the Door

Where to Reach the Public Sector Workforce: The Channels That Actually Influence Them

Demographics of the Public Sector Workforce

Going Deeper: The Five Types of People in This Workforce

Five Different Types of People in the Public Sector Workforce — Each Needing a Different Approach

A Human Face: A Persona for Each Segment of the Public Sector Workforce

A Menu of Formats,
for a
Program That
Fits Your Goals

Workshops

Book Club Meetings

White Papers

Master Classes

One-on-One Consulting

Webinars

Learning-On-Demand Video Series

Town Halls

Fireside Chats

See What a Full
Valuegraphics
Research
Report Looks Like

Looking For a Keynote?

Your Silent Strength

The Easy Yes

Irresistible Change

There Is a Lot of Noise Out There About Who You Should Be. This Book Is About Who You Already Are.

David Adler

Douglas Coupland

The Values Institute

One Keynote Changes a Room. The Values Institute Changes an Entire Organization.

What a Full Valuegraphics Research Engagement Looks Like

What the Research Reveals About the Whole Workforce

The Most Powerful Ways to Engage and Influence the Public Sector Workforce

Relationships

Financial Security

Social Standing

What Changes for the Public Sector Workforce When You Lead With These Values

What Matters Most to the Public Sector Workforce — and What It Specifically Means to Them

Where to Start With the Public Sector Workforce: What to Do, What to Stop, and What to Test

What Keeps the Public Sector Workforce Engaged — and What Drives Them Out the Door

Where to Reach the Public Sector Workforce: The Channels That Actually Influence Them

Demographics of the Public Sector Workforce

Going Deeper: The Five Types of People in This Workforce

Five Different Types of People in the Public Sector Workforce — Each Needing a Different Approach

A Human Face: A Persona for Each Segment of the Public Sector Workforce

A Menu of Formats, for a Program That Fits Your Goals

Workshops

Book Club Meetings

White Papers

Master Classes

One-on-One Consulting

Webinars

Learning-On-Demand Video Series

Town Halls

Fireside Chats

See What a Full Valuegraphics Research Report Looks Like

Looking For a Keynote?

Your Silent Strength

The Easy Yes

Irresistible Change

There Is a Lot of Noise Out There About Who You Should Be. This Book Is About Who You Already Are.

David Adler

Douglas Coupland

The Values
Institute

One Keynote
Changes a Room.
The Values Institute
Changes an Entire
Organization.

A Menu of Formats,
for a
Program That
Fits Your Goals

See What a Full
Valuegraphics
Research
Report Looks Like