A Guidebook to Relational Employment


Business executives know the long-term success of a company depends heavily upon the sustained productivity of its people. What not enough executives fully value, or have yet to act upon, is that the strategic definition of organizational assets should extend to humans, not just capital. More importantly, actively investing in a company’s human assets, including its employees’ physical, spiritual and emotional health, is just as vital as maintaining its machinery, supply chain and customer relationships. Some argue employee spiritual and emotional health is too “soft or vague” for employers to directly support; this information is intended to address these business concerns and will provide recommendations to help employers strategically address employee spiritual and emotional health.

Executives and senior management are seeing the impact of this oversight or neglect as the cost of health care continues spiral out of control. Total U.S. health care expenditures are approaching $2.2 trillion, which represents nearly 16% of the country’s gross domestic product. A 2011 Health Care Cost Survey, showed companies are paying an average of over $9,000 per employee for health care. In 2011, corporate health care costs represented 44.1% of total benefit costs compared to 8.8% of total benefit costs in 1950.

In addition to addressing the cost of health care, the current economic crisis has intensified the focus on productivity, with organizational leaders understanding that increasing and maintaining employee productivity will be essential to meeting shareholder expectations. Additionally, the aging of the workforce and employees, who are choosing to remain in the workplace past traditional retirement age, will require everyone in management to seek a new understanding and creative approaches to achieving organizational productivity objectives.

Some employers are exploring new concepts that focus on the total value of health, and culture of health to help achieve corporate objectives. These companies are beginning to realize that success includes improving and maintaining employee and dependent health status. These success factors include:

  • Improving the spiritual and emotional health status of the workforce. The issue is not what it costs to keep people healthy and productive, rather what it costs to let them remain unhealthy.
  • Providing financial and other incentives that encourage the use of high value and proven preventive practices and interventions (company chaplains and character coaches), and discouraging use of wasteful or unproven services.
  • Measuring the full return on investment from increased productivity as well as medical costs and savings from continually improving the spiritual and emotional health status of the workforce.

To achieve their strategic business objectives, employers must create an environment that encourages employees to maintain their total health: physical, mental, emotional and spiritual.

In order to control costs and promote health, employers are offering expanded benefits, including employee assistance, health promotion and disease management programs. Rarely do these programs extend beyond physical health and target spiritual or emotional health issues, even though these issues contribute significantly to the health and productivity of employees.

The key to the future will be employers fostering employees who are spiritually and emotionally healthy and who are in turn physically healthier and are more productive employees.

Achieving spiritually and emotionally healthy employees requires organizational leadership and a corporate culture that values spiritual and emotional health. In order to do this, company leaders need to change their company cultures to:

  1. Help employees build and use personal skills to take responsibility for their emotional wellness.
  2. Integrate spiritual emotional wellness with general medical and wellness programs.
  3. Align the corporate culture to incorporate workplace spiritual and emotional wellness.
  4. Facilitate transparency, communication and support for a corporate culture of spiritual and emotional wellness from executives and managers.
  5. Remove actual and perceived barriers to spiritual and emotional wellness programs and service.

Workplace Spiritual and Emotional Wellness

Spiritual and emotional health in the workplace context can be defined as a state in which an individual worker understands his capabilities, manages optimal levels of stress and energy in his life, maximizes engagement, and experiences a sense of control of his environment. It is in this state that an individual employee is capable of functioning at full or optimal capacity in the workplace. The emotionally healthy individual is resilient ‐ he or she is able to cope with optimal levels of stress and conflict. The emotionally healthy person maintains a positive approach to life that is rooted in his/her sense of personal responsibility for, and ability to manage, his/her life in personally fulfilling ways.

A spiritually and emotionally healthy individual:

  • Is capable of adapting to changing situations and exhibiting resiliency in stressful situations
  • Feels that his basic needs are being met both at home and in the workplace
  • Is self-aware and accepts a wide range of feelings in self and others
  • Is tolerant of ambiguity, flexibility and is adaptable to change
  • Can function autonomously while remaining cognizant of self-limitations
  • Accepts challenges and risks and acknowledges conflict and optimal levels of stress as being potentially damaging to their health
  • Effectively manages to arrive at personal decisions based upon the integration of feelings, cognition and behavior
  • Forms interdependent relationships based upon mutual commitment, trust and respect

This spiritual and emotional health then manifests itself in the worker through:

  • High functionality in all aspects of life
  • Meaningful psychological contact between employee and employer
  • Sustained engagement and mindfulness
  • Intellectual curiosity and desire, cognitive flexibility
  • Strong collaboration and motivation to work
  • Humility, generosity, recognition of the “greater context” and sense of purpose
  • Sense of interconnectedness with one’s organizational culture and climate, inter/intrapersonal alignment
  • Sense of control over self and mastery and control of environment
  • Tolerance of ambiguity
  • Feeling that basic physical, social, financial, mental and emotional needs are being met
  • Wellness across the continuum, as an ongoing process
  • Emphasis on organizational diversity
  • Mutual respect and loyalty within the workforce

What’s in it for the Employer?

When considering workplace emotional health, the goal of a company is to achieve a higher purpose; delight and balance the needs of its owners; grow profitably; and create long term enduring value. To achieve this goal, companies need emotionally healthy, mature, engaged and productive people. The goal of a company is not solely to build a cadre of personally fulfilled people, but rather to see personal fulfillment as a means to an end and to develop a workforce of fulfilled people who are more likely to be engaged and committed to the organization. By doing so, the personal mission of employees connects with the mission of the company. One way to visualize these goals is to consider a company’s human capital “value chain”.

How does emotional health impact the workplace?

The average employed adult spends 7.5 hours at work per day. For many people, work represents more than a place to pursue intellectual and economic goals. The workplace is also an important source of social support. Work can be a source of meaning, membership, and mutual support through which employees create close friendships and even life partners. Furthermore, with population trends changing the structure of nuclear families, religious communities, and tight-knit neighborhoods, the workplace has, for many, become a primary place of communication, social development, and relationship-forming. A series of surveys conducted in the 1980s found that nearly half of employed Americans had at least one close friend from work. In addition, nearly one in five said that at least half of their closest friends were co-workers, and nine out of ten people felt a part of community at work and looked forward to being with co-workers each day.

This marriage of identity and the workplace is even more prominent in corporate culture. The organizational culture of corporations tends to define the context in which people behave and how the organization will be structured. A corporate culture is formed through the development of assumptions, values, and beliefs that are learned and adopted by employees. This formal and informal code of conduct becomes entrenched as a culture as new employees join the organization, link the values and beliefs to success within the company, and adopt them into their own particular behaviors and work styles.

However, success at work also requires employees to also manage and balance their emotional health. One could consider the workplace as the “playing field” of people’s lives, in which employees are granted opportunities to succeed and find fulfillment, but employees must also confront significant challenges, stress, and the threat of failure, as well as the psychological tolls these entail. Modern workers may have to deal with long hours, long commutes, and deprived time from family and friends. In fact, in a recent study, two-thirds of American employees said that they wanted to work an average of two fewer hours a day if possible.

For some individuals with mental health, spiritual or emotional problems, difficulties at work may appear early on, often before other symptoms and related health problems begin to surface. Consequently, the employer may begin to pay a price from the very first indications of a problem, long before the distressed employee seeks help from a health care provider.

While professional counseling, psychotherapy and medication have been shown effective in treating spiritual, emotional and mental health conditions, nearly two-thirds of people with mental health problems will never seek treatment of any kind. Less than 10% of people with a spiritual, emotional and/or mental health problem will ever obtain specialty care or counseling. A majority of employees believe that their work status would be damaged by seeking treatment for depression and other spiritual, emotional, and or mental health problems. Millions of employees suffer these problems silently and never come forward for any form of treatment and worker productivity suffers all the while.

When spiritual and emotional health problems are co-morbid (i.e., co-occurring) with other health problems, productivity impairment increases exponentially and at the same time raising healthcare costs including complications, hospitalization, disability, and mortality.


  1. SPIRITUAL AND EMOTIONAL WELLBEING ARE BASED ON MORAL VIRTUES. MORAL VIRTUES GROW THROUGH: Education, deliberate virtuous acts, perseverance in struggles, and by following examples set by others.
  2. VIRTUE OF THE WEEK: By focusing our attention on one “Virtue of the Week”, we are able to convey the message of Virtue through simple words, stories, and activities using examples from everyday life. These activities challenge the perception of the employees and force them to choose between self-centeredness and other-centeredness.
  3. VIRTUOUS LEADERSHIP: In order for Virtue First to work, someone needs to take the lead in each company. Typically this is a lead executive or manager of the company. A real leader personifies the certitude of the creed. He\She kindles the vision of a breathtaking future so as to justify the sacrifices of a transitory present.
  4. RANK AND FILE MANAGERS AND LEAD PEOPLE: Managers and Lead People need to be recruited and retained because they are men and women of virtue first and foremost. They need to completely buy into ministering to the spiritual and emotional wellbeing of employees through the ”Virtue First” program,. They need to be disciples of the program. They need to know it, value it, live it, and then teach it. Some of them will have to “Fake it until they make it”.
  5. BODY VS. SPIRIT CORE CONCEPT: Quality time should be spent familiarizing employees with the “Body vs. Spirit” concept. Employees should clearly understand that their “Body” is made up of several physical components that can be made strong by eating properly, getting enough rest, exercising, etc. Likewise, their “Spirit” is just as, if not more important than their physical body. Their spirit is made up of their intellect, conscience, and will. Their spirits can be strengthened just like their bodies by studying and practicing virtue.
  6. ENCYCLOPEDIA OF VIRTUE, VIRTUE LESSONS AND VIRTUE BLOGS: The Encyclopedia of Virtue is a collection of spiritual and emotional wisdom assembled over many years. Each employee should be provided with a copy of “The Encyclopedia of Virtue” for them to use as a reference and inspirational guide. Managers and company leaders can also use “Virtue Lessons”, “Virtue Blogs”, “Virtue Stories”, and emailed weekly Virtue information as resource guides for “Virtue Talks” with employees.
  7. UNCONDITIONAL LOVE: Managers and company leaders need to help employees come to terms with verbalizing their love for each other. Use the words every day. Managers and company leaders will use the “Company Mantra” (What’s my job?) as often as possible with employees. Managers and company leaders must make sure that their love for the employees is openly verbalized and clearly represented as unconditional. Our love is not solely work performance based, it is unconditional in relationship to their humanity. For many of the employees this is a view of love that they are not familiar with. Employees generally love it.
  8. FORMED IN THE FIRE OF AFFLICTION: Managers and company leaders should emphasize with employees that life has a way of transforming our trials into stepping stones for future blessings. This happens all the time in life. No pain – No gain, No trial – No treasure, No gall – No glory, No cross – No crown. If you get knocked down, get up. Hard work and self-sacrifice are the road to success. These concepts will serve employees well in the future as part of the company team, as husbands/wives, as fathers/mothers, and as providers for their families.
  9. COME TO SERVE AND YOU WILL NEVER BE DISAPPOINTED: Managers and company leaders should make a big deal out of company sponsored and employee initiated community service and employees serving one another. There is no greater love than to lay down ones life for another. This not only applies to community service, but also to selfless work with fellow employees, helping another employee with a difficult work assignment, or looking out for the best interest of the company in general.
  10. INTEGRATED PROGRAMS: Managers and company leaders should frequently visit all segments of the work place to inspire, communicate, and reinforce integration of the “Virtue Program”. Managers and company leaders should know (by name) as many employees as possible.
  11. PERSONAL JOB SKILLS COUNSELING: Managers and company leaders should take personal responsibility for the employees job skills development.


  1. PROGRAM “MANTRA”: Every time company employees come together for any meeting, the manager or company leader will recite and employees will respond with the company “mantra”. Managers and/or company leaders will ask “What’s our job?”, and the employees will respond back in unison “To love us.” The Managers and/or company leaders will then ask the employees “What’s your job?”, and the employees will respond back “ To love each other.”
  2. VIRTUE TALKS: Before the start of each work day, during break periods, during lunches, right after work, and at other appropriate times, Managers and/or company leaders should give short 10 minute lectures (Virtue Talks) on the “Virtue” of the week. Virtue Talks are a key element in the Virtue First program. Virtue Talks at the very beginning of the work day send the employees the right message that virtue is first in our company. Managers and/or company leaders can increase the Virtue Talks relevancy by connecting the virtue of the week with something that is going on in company, in the industry, with an upcoming event, a competitor, or a holiday.
  3. MANAGERS “ONE ON ONES”: Managers and/or company leaders should break the company into “Packs” (small groups of 6-8 players). Give each Pack a name or number. Assign one Manager or company leader to each Pack. Prior to work (walk ins), during breaks, during lunch breaks, after work (walk outs), or at other appropriate times, each manager or company leader selects one employee in their Pack to have a short 5 minute “One on One” talk with. ”One on One Talks” give managers and/or company leaders the opportunity to provide personal virtue guidance for each employee, and provide an opportunity for the employee to reach out to a manager and/or company leader with any personal or work related struggles they may be experiencing. All managers and/or company leaders will participate.
  4. DAILY TEXTS FROM COMPANY LEADERS TO EMPLOYEES AND MANAGERS: The top executive of the company should send each employee and manager a quick inspirational text message every day. This is a great use of technology and a way to stay in touch with employees and managers both on and off the job. Employees get dozens of text messages that are garbage every day, how about a “good” one? The Virtue First Foundation can send each top executive a master text to be used as a reference each day.
  5. INSPIRATIONAL EMAILS TO COMPANIES: Your business community needs to be inspired. The Virtue First Foundation will create and send company leaders, managers, and employees inspirational emails on a regular basis. Anyone can sign up for this service.
  6. INSPIRATIONAL POSTS ON FACEBOOK: The top executive of the company should post an inspirational face book comment every day. This is a great use of technology and a way to stay in touch with employees both on and off the job, as well as keeping the top executive in the mainstream of employee communications.
  7. VIRTUE CAMP: Take your employees and managers on an overnight excursion. Use this as an opportunity for breaking down company “clicks”, and for bonding employees and managers. Make “Virtue” a big part of the theme for the camp out. Break into packs and create Virtue Skits, go on Virtue Treasure Hunts, and create other team building activities centered on virtue. A change of venue bonds employees and managers.
  8. BREAK BREAD WITH YOUR EMPLOYEES OFTEN: Company meals, eating, and dining together with your employees is a very important socialization and bonding tool for the team. Families eat together, so should your employees. Remember, “If you feed them…they will come”. If you want attendance…feed them.
  9. VIRTUE GEAR: Promote “Virtue First” with your employees by giving them T-Shirts, wrist bands, lanyards, decals, patches, stickers, etc. featuring “Virtue” based themes. It’s a great way to remind employees that they are part of a virtuous company.
  10. VIRTUE AWARD STICKERS: Reward virtuous behavior by employees with the presentation of Virtue Awards. Badges, medals, trophies, are good examples. Present the awards during a public awards ceremonies. Battlefield Commissions are awarded as a means of immediate gratification for virtuous acts. If an employee makes a virtuous act on the work floor, give them a small award right then and there. Battlefield commissions are a great motivator for other employees. Instant gratification builds positive behavior.
  11. WEEKLY MANAGEMENT AWARDS: Have your employees invite one manager (or more, depending on your company size) to a weekly employee awards ceremony. Have the employees pick a manager to receive the “Management Virtue Award”, based on their personification of a specific Virtue. At the ceremony have designated employees thank them for everything they do for your employees and give them a small token of the companies appreciation.
  12. STRENGTH CARDS: Virtue First provides business card size cards used by managers and employees as reminders of various virtues. Strength Cards should be used during “One on One” Talks and as hand-outs to employees.
  13. EMPLOYEE BADGE NIGHT: One of the most inspirational and emotional events an employee might have during the year. Have the employee’s husband or wife or son or daughter present each employee with their company badge at a special ceremony at the beginning of the year. This is a great opportunity for your employees loved ones to your employee how much their family appreciates the work sacrifices they make for their family, to tell them they are proud of them and how much they love them.
  14. COMPANY CREED: Your company should create a company creed and recite it often. The Virtue First Foundation can assist with a template for this creed.
  15. WEEK END FUN DRILLS: The company should finish every work week with a “Fun Drill”. Managers and company leaders should use create week ending virtue based short fun activities to end the work week. Every employee should leave work at the end of the week with a smile on their face and feeling good about their job and themselves.
  16. MANAGERS AND WIVES DINNER: Typical Virtue Based Ceremony that happens at the end of the year to thank and honor the company manager’s wives/husbands for the support and sacrifices they have made for their spouses who are employees of the company. Married managers are encouraged to renew their wedding vows with their spouses at this ceremony or make some other significant presentation (flowers) to show appreciation for their support.
  17. HOME/WORK EXPECTATION/ROLE EVALUATION FORMS: Spousal ( home) expectations need to be evaluated and educated. Employee roles need to be defined and clarified. One great tool for doing both is to have the employees and the employee’s spouses complete a Virtue First “Expectation/Role Evaluation Form”. This process really helps get everyone on the same page and can eliminate future misunderstandings. Compare the spouse’s expectations with the employee’s expectations and openly communicate discrepancies before they cause friction.
  18. EMPLOYEE SPOUSE MEETING: At the very beginning of the year, conduct an Employee Spouse Meeting and use it as a time to educate spouses about the “Virtue First” program. Solicit their support of the program at home.


  1. We will value the journey more than the destination.
  2. We will value the spiritual more than the temporal.
  3. We will develop “Character and “Work Ethic”.
  4. We will put the “Team” ahead of self.
  5. We will strive for Excellence. This will be a priority and will not be undermined.
  6. We will develop “Mental Toughness”.
  7. We will all put forth a “Great Effort”.
  8. We will work hard to provide better products and or services than our competitors.
  9. We will communicate with one another openly and honestly. We will not talk behind each other’s back.
  10. We will work hard to stay informed on our competitors and to stay one step ahead of them.
  11. We will prepare for our competitors better than they prepare for us.
  12. We will run a “first class” program in everything we do.
  13. We will strive to have the best employees and managers in the industry.
  14. We will structure our work environment so as to build both the spiritual as well as the temporal.
  15. We will serve others. Managers will serve employees, employees will serve each other. We will all serve our customers. Come to serve and you will never be disappointed.
  16. We will always value employee virtue before profit.
  17. We will work to have fun. Beating our competition is more fun than losing to them.
  18. We will use a cooperative management style that uses compassion, family values, and brotherly love.
  19. We will administer discipline with all employees. It will be fair, firm, and consistent.
  20. We will improve everything. (We will even improve the way we tie our shoes if we have to!)
  21. We will always strive to have one of the best companies in the industry.
  22. We will identify a role for every employee and we will work to make that role worthy and satisfying.
  23. We will have empathy for the families of our employees.
  24. We will encourage all employees regardless of their skill level.
  25. We will not tolerate foul language amongst our employees.
  26. We will not tolerate “mediocrity” in our company.
  27. We will set our goals high. We will talk about them frequently.
  28. We will work “one step at a time” to achieve our goals.
  29. We will all (employees and managers) focus on the “next moment of truth” when we make a mistake.
  30. We will be humble. Employees don’t care how much managers know, until they know how much managers care.
  31. We will make our work a priority in our lives. Example: God, Family, Work. Fast cars, gambling, girl -friends, drugs, and alcohol are not a priority.
  32. We will recruit great people to be our employees. Employment at our company will be so valuable that prospective employees will seek us out.
  33. We will “Dream” of great things.
  34. We will not abuse alcohol, drugs, or tobacco.
  35. We will do everything possible to ensure that every employee receives special recognition at least once a year.
  36. We will challenge strong employees and save the weak from discouragement.
  37. We will not tolerate “negativism” from managers or employees.
  38. Employees when asked a question by a manager will respond “Yes sir” or “No sir”.
  39. We will work to embellish the belief that both victory and defeat are imposters. That we live somewhere in between. When we win…be humble. when we lose….we have hope for tomorrow.
  40. Our rank and file and support personnel are crucial to our success, we will treat these employees with honor and respect at all times. We will go out of our way to build them up and encourage them.
  41. We will correct a little and love a lot.
  42. We will understand how you can sometimes win and be a loser, and how you can lose games and be a winner.
  43. We will praise in public and punish in private. Managers will never verbally assault employees.
  44. Attendance is important at our company. We can’t get the job done if you are not here.
  45. We will never yell at our vendors. We will not take advantage of our vendors.


Employees should expect:

  1. Encouragement.
  2. Individualized training time.
  3. A reasonable opportunity to compete for jobs.
  4. Excellent role modeling, grooming, dress, behavior, and ethics.
  5. Guidance with personal problems and/or direction to appropriate company and community resources.
  6. An organized structured safe work environment.
  7. Fair compensation.
  8. Safe Refuge. (Work should be a place they can go and feel safe).
  9. Discipline and structure.
  10. To work and have fun.
  11. To learn to work with others.
  12. To learn to overcome weakness in ones self.
  13. To actively participate in company sponsored social events.
  14. To support a superior.
  15. To master a body of knowledge.
  16. To receive help.
  17. To overcome adversity.
  18. To be aggressive and learn how to control it.
  19. To learn how to dispose of an inferior competitor and still be virtuous.
  20. To accomplish something difficult.
  21. To console one another.
  22. Some freedom and autonomy in their life.
  23. To control and dominate another and still maintain humility.
  24. To impress others.
  25. To accept blame.
  26. To explore their emotions through the hard work of training and the highs of victories and lows of defeats.


Manager Standards:

  1. All managers will have total loyalty to each other and the “program”.
  2. Managers will never disagree in the office or on the floor in front of employees.
  3. Managers will resolve their differences behind closed doors.
  4. Managers will know the first and last names of all employees in their departments.
  5. Managers will be the first to arrive and the last to leave.
  6. Managers will be the perfect model of the characteristics and virtues that they demand from employees.
  7. Managers will accept the jobs they are given.
  8. Managers and company leaders will anticipate the needs of the company and its employees.
  9. Managers should shield the Top Company Executive from insignificant distractions.
  10. Managers need to be organized. The floor is for work. A bad “rep” is better than a good “stand”.
  11. Managers need to be prepared for each work day.
  12. Managers need to be technically sound at their jobs.
  13. Good managers get employees to believe in them, great managers get employees to believe in themselves.
  14. Manage every job. Manage every rep.
  15. Managers need to give employees lots of feedback. “We can win with that.” “Nice job”. “Great effort”. Put every criticism in between two compliments. Tell the employees they are good over and over. Employees must “believe in themselves”.
  16. Managers should be great ambassadors for the “Company”. Managers should talk to people in the community about employee safety, community service, the company’s mission, the quality of its employees, and the companies virtue program. Managers should maintain a “positive” company image wherever they go.
  17. Managers should never lose sight of the company’s mission statement and should return to it often.
  18. If anger enters the conversation between a manager and an employee during work, the manager needs to make sure that “fence is mended” before the employee leaves work. Never let an employee leave work doubting themselves or their manager.
  19. Managers will be experts on both the technical and spiritual side of the business.
  20. Managers will be great listeners.
  21. Managers will be willing to lose battles to win the war.
  22. Managers must earn respect. When we start, our respect tank is full. Where it goes from there is up to the manager.
  23. Managers must be willing to admit their mistakes and even shoulder the mistakes of employees at times.
  24. Managers will meet every night immediately following work for a short meeting before being dismissed.
  25. Managers will become “students of the industry” and will study the business through regular readings of technical books, periodicals and manuals.
  26. Managers will always put their own family obligations ahead of work.
  27. In order to promote good communication between managers, employees, and their spouses and families, Managers will create a “Managers Directory”. The Managers Directory will include, names, positions, responsibilities, addresses, phones, cell phones, and email addresses for all managers in the company. All managers will be completely accessible to the families of our employees and the community in general.
  28. Managers will make sure that employee families are communicated with regularly with up to schedules, and company information. Do not assume that employees are passing the information on to their families.


Virtue is universal good. Virtue is an admirable quality. Virtue is whatever is true, whatever is honorable, whatever is just, whatever is pure, whatever is lovely, whatever is worthy of praise. Virtues can govern our actions, order our passions, and guide our conduct. The practice of virtue leads to self-mastery, and the joy of leading a morally good life. Virtue can be grown through education, deliberate acts, perseverance in struggle, and following the examples of other virtuous people.

To refrain from sexuality that is contrary to ones morals.

— Chastity, 00

Intense emotionalism towards an interest or pursuit.

— Enthusiasm, 01

Advice, opinion, or instruction to a friend needing help.

— Counsel, 02

Using ones talents as a means of earning ones livelihood.

— Enterprise, 03

To be genuine, honest, not falsified or duplicated.

— Sincerity, 04

Favorably disposed and inclined to be kind and helpful to others.

— Friendliness, 05

Kindly, amiable, mild mannered and respectable.

— Gentleness, 06

Honesty, fairness, or integrity in ones beliefs, to hold in high respect.

— Honor, 07

The ability to perceive the comic or absurd quality of life. Good temperament.

— Humor, 08

Training of ones self, usually for improvement.

— Self-Discipline, 09

Willingness to comply with or submit to authority.

— Obedience, 10

Conformity to the rules of right and virtuous conduct.

— Morality, 11

Control or restraint of oneself or ones actions or feelings.

— Self-Control, 12

To surrender personal freedom and subject yourself to the will of another.

— Servitude, 13

The quality of being free from vanity. Not boastful. Humble.

— Modesty, 14

Fair and permissive attitude toward those whose opinions or practice differ from your own.

— Tolerance, 15

The actual state of affairs, honest, accurate, verity, platitude.

— Truth, 16

The readiness and ability to initiate action.

— Initiative, 17

Good or benevolent nature, considerate, helpful, humane, gentle, loving.

— Kindness, 18

Acquaintance with facts, truths, or principles from study.

— Knowledge, 19

The ability to go before others and show them the way. Guide. Direct.

— Leadership, 20

The state of being faithful to commitments, obligations, causes, and people.

— Loyalty, 21

Esteem or deference to a right of another, to honor, be courteous to.

— Respect, 22

Answerable or accountable for one’s own actions.

— Responsibility, 23

Proper esteem or regard for the dignity of one’s character.

— Self-Respect, 24

Devoted love, support, and defense of one’s country.

— Patriotism, 25

To undergo a penalty, pain, or loss in defending a principle, ideal, goal, or movement.

— Suffering-a-cause, 26

True to one word, promise, allegiance, or affection. To be loyal and constant.

— Faithfulness, 27

To yield to the possession or power of another person, influence, or course.

— Surrender, 28

Being tough, not giving up, coming back time and time again.

— Tenacity, 29

To grasp the significance, importance, or meaning of.

— Understanding, 30

Keeping a dignified composed manner even under stress.

— Poise, 31

Being wise and judicious in planning practical and future affairs.

— Prudence, 32

What is right, righteous, guided by truth, reason, and fairness.

— Justice, 33

Mental and emotional strength in facing difficulty and adversity.

— Fortitude, 34

Moderation or self-restraint in action.

— Temperance, 35

Belief, confidence or trust in a person or thing, not based on proof.

— Faith, 36

To look forward, to believe, desire, and trust that events will work out as desired.

— Hope, 37

Affectionate concern for the well-being of others.

— Love, 38

The ability to face difficulty, danger, or pain without fear.

— Courage, 39

Vicariously experiencing the feelings, thoughts, emotions, or attitudes of others.

— Empathy, 40

Readiness or liberality in giving to those in need.

— Generosity, 41

Having a modest estimate of ones own importance. Not proud.

— Humility, 42

Adherence to moral principles. Congruence in thought, spoken word, and deed.

— Integrity, 43

Benevolent feeling toward those in need, generous actions.

— Charity, 44

The ability to suppress restlessness when delayed. Waiting without complaint.

— Patience, 45

Feeling or expressing gratitude or appreciation.

— Thankfulness, 46

Surrender or destruction of something prized for the sake of something of higher value.

— Sacrifice, 47

The ability to discern what is true of right, judicious and learned.

— Wisdom, 48

An act of helpful activity or aid.

— Service, 49

Great delight or happiness caused by something good.

— Joy, 51

The act of restraining ones self, avoiding extremes. Temperance.

— Moderation, 52