GVV for Senior Leaders

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来自 University of Virginia 的课程

Ethical Leadership Through Giving Voice to Values

36 个评分

University of Virginia

Ethical Leadership Through Giving Voice to Values

36 个评分

This course offers an action-oriented introduction to Giving Voice to Values (or GVV), an exciting new approach to values-driven leadership development in the workplace, in business education and in life. GVV is not about persuading people to be more ethical, but instead it starts from the premise that most of us already want to act on our values, but that we also want to feel that we have a reasonable chance of doing so effectively. Through positive, real life examples, pre-scripting, rehearsal and peer coaching, GVV builds the skill, the confidence and likelihood that we will act on our values more often and more successfully. Based on research and practice, with over 1,000 pilots in educational settings and companies on all seven continents, GVV helps answer the questions: “What if I were going to act on my values? What would I say and do? How could I be most effective?” You will come away from this course with an expanded toolkit, as well as practice, in a variety of methods and techniques for voicing and enacting your own values and principles. You will develop and practice leadership skills in "peer coaching” with other Learners. Through cases and stories based on recognizable workplace, classroom and life values conflicts, you will apply the GVV techniques and “re-frames”, expanding your repertoire for possible action as well as identifying and rehearsing responses that are likely to be most effective. Through this practice, you will gain greater confidence and competence in voicing and enacting your values effectively.

从本节课中

ADDRESSING CHALLENGES AND OPPORTUNITIES WITH THE GVV APPROACH

What are some challenges and opportunities you might face in developing values-driven leadership? How might GVV address these challenges and opportunities? This final module addresses some of these challenges and opportunities of values driven leadership development within business and education contexts for managers, corporate users, faculty, and senior leaders. You'll then review some of the core lessons of GVV to apply to work and your individual lives. Finally, you'll hear again from the practitioners from week one in business, higher education, and the military in regards to their implementation process, impacts, and insights gained from using GVV in their workplaces. By the end of this module, you'll be able to create an individualized GVV Implementation Plan.

Welcome to Week 42:36

The Challenges and Opportunities of Values-Driven Leadership1:21

The Challenges and Opportunities of Values-Driven Leadership: For Managers and Corporate Users7:51

The Challenges and Opportunities of Values-Driven Leadership: For Faculty5:47

Lessons of GVV4:05

GVV for Senior Leaders6:20

与讲师见面

Mary Gentile
Creator/Director, Giving Voice To Values and Professor of Practice
Darden School of Business

Often when organizations decide they wanna give giving voice to values a try,

though think that the first area that they want to address

is working with middle level or lower level employees.

That is- those are the folks that they feel need the support and the help with,

in the rehearsal with effect- more

effectively raising and voicing and acting on their values.

However, after these organizations spend a little bit of time with GVV they

realize that it's actually very useful and important for senior leaders as well.

But there are some particular and slightly different ways that

the challenges that senior leaders face can be addressed by GVV.

So, we've identified three areas where GVV can

be most effective for work with senior leaders.

The first one is that although senior leaders will often say,

"Look, I don't need to practice speaking up,

voicing my values, I would never have made it to this point in

the organization if I was retiring and unable to speak up."

But, the fact is that often the values issues that

a senior leader will encounter requires them to speak laterally,

to speak across the organization to their other senior peers as opposed to

necessarily the way a middle manager or

lower level manager has to learn to speak up in the organization.

I'll give you an example of this.

I was working with a large,

global consulting firm and they wanted to build GVV into

their leadership training and I did a program with a group of their very senior partners

and I introduced GVV to them and then I

gave them some scenarios to work on and when they came back

to debrief after they'd worked on the GVV scenarios

the most senior individual in the room raised his hand,

first right off the bat, and said, "Well,

I took a look at the scenario and I thought this is silly.

I know what the right thing to do here is,

why do I need to practice this?"

And then he said, "But then I realized that this scenario would require me to talk

to my peer who is at my level and he's somebody that I need to retain,

a collegial and cooperative relationship with,

I need him to work with me and to help me to accomplish my goals.

And so communicating with him about this values based issue is not all that easy,

even though I'm very clear about what the right thing to do is."

So he realized that the rehearsal, the practice,

the peer coaching and the pre-scripting could be useful,

especially when you're talking to your senior peers.

The second challenge specifically or perhaps a

greater challenge for senior leaders is that they are also very

responsible for creating and maintaining a culture that

will enable others to voice their values effectively.

So there's lots of ways to think about this but I think

one of the most important ways is to think,

how does this organization handle mistakes?

In other words, are people encouraged to speak up early,

right away when they recognize that there's been

an error so that it can be addressed effectively,

so that people can train around it,

so that they can avoid making that mistake again?

And are they encouraged to do this in a way where although the mistake is

acknowledged they're not necessa- there's

not necessarily a process of killing the messenger, you know.

Or are they sort of implicitly pressured to just keep their mouth shut. Hide it.

Sweep it under the rug because they know they're going to

get penalized if they raise this challenge.

Of course that means that the error will compound and

the potential negative implications of

whatever- whatever ethical infraction occurred will just get greater.

So senior leaders are import- are very important in that process of making it

safe and also making it feel appropriate to raise values based issues.

But the third challenge that's specific to the senior leaders,

and probably the one where we get the most traction when we're talking to senior leaders,

is that senior leaders need to learn to listen for values,

to respond effectively when others voice their values to them.

If they give the wrong signals this will actually

shut people down and if they give the right signals,

it will empower people to raise these issues more often.

And there's two components to this.

There's a part of that which is around self management.

Of course these issues never come up at a- at a good time,

at a convenient time, you know,

they always create stress and sometimes they're expensive,

so this can be an emotional reaction to them.

So the first thing seniors leaders need to do is to rehearse how they might

respond to this in a self-management capacity which means,

you know, learning to take a breath,

perhaps having a couple phrases at the ready that allow you to buy time and think

about responding more effectively rather than

responding off the top of your head and perhaps a negative way.

The second component to this learning to hear and respond effectively is about

the literal rehearsal pre-scripting and practice and peer

coaching around how to respond when somebody raises these kinds of issues.

So, you know, often somebody will raise

an issue and you're not- you're not gonna necessarily say, "Oh, that's fine.

I'll just take care of it. Thank you."

You're gonna wanna do your own due diligence because just because somebody

raises the values issue doesn't mean they're correct and you need to figure out,

did they have all the data and was this in fact a problem?

But you also wanna communicate that you're gonna

take that time to do the due diligence in

a way that the employee who raised

the issue doesn't feel like they're just being brushed off,

doesn't feel like they're not being heard.

And so you wanna be able to literally create scripts and rehearse ways to

respond that allow the individual to feel you're grateful that they raise the issue,

you're thanking them for it and you think it's important and

now you are going to go on and do your own due diligence around this issue.

So those are some of the ways that GVV can be particularly

useful and adapted for senior leaders in an organization.

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