Levers for Influence/Impact: It Depends Where You Sit

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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

Developing Scripts and Action Plans

Welcome to Week 3! During this week you'll start to build a "tool-kit" for ways to feel more confident and comfortable in voicing your values. You'll discover how to develop scripts and action plans. First, you'll explore the GVV pillar, Voice. This pillar helps you understand how you can examine the different ways to build your capacity for voice and the variety of forms it can take. Next, you'll be introduced to the final pillar, Reasons and Rationalizations. This pillar helps you understand how to anticipate the objections that you might face when trying to voice your values. By doing so, you can prepare and practice effective responses to these objections. Then you'll discover some of the challenges and opportunities you may face in voicing your values based on your level and position within an organization. Recognizing these challenges and opportunities can help you identify which levers you can use to address them. Two cases are provided to illustrate the point that you can find effective strategies for acting on your values at all levels of experience and authority. By the end of the module you will have identified tools that you can use to help you voice your values effectively. You'll use these newly acquired tools to revisit your Tale of Two Stories and craft a new ending.

Levers for Influence/Impact: It Depends Where You Sit8:03

GVV Case Study: Jeff Salett From the Top (A)3:49

GVV Case Study: Jeff Salett From the Top (B)4:47

GVV Case Study: Is This My Place? Speaking Up (A)3:11

GVV Case Study: Is This My Place? Speaking Up (B)4:55

与讲师见面

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

Now, let's consider the different kinds of challenges and

opportunities that we can face when we try and voice and act on our values,

depending on the level within the organization where we sit.

So, often when I talk to very junior people in an organization,

people lower in the hierarchy, they'll say,

you know of course I would like to act on my values but

you got to understand I don't have a lot of experience,

I haven't been here very long,

I don't have a network of contacts and relationships,

I don't have the formal authority or legitimacy,

and so it's really pretty risky for me to act on my values.

When I get to be more senior in the organization,

when I get to be CEO,

I can take that sort of action.

But then, when I talk to people who are more senior in the organization,

CEOs and C-suite executives,

they'll say something like,

"Well Mary, of course I would like to act on my values,

but you've got to understand I have so many people who are counting on me.

I have a responsibility to shareholders,

to employees, to customers,

to community, it's really pretty risky for me to act on my own values.

These are high stakes here.

If I were lower in the organization this wouldn't be so dangerous."

And then I would talk to people in the middle of the organization,

and they will talk about feeling squeezed from both sides.

Now, these reasons, it becomes clear that people have reasons for why they think it's

hard or difficult or risky to act on

their values no matter where they sit in the organization,

and these are true.

These are valid in many cases.

But on the other hand,

we nevertheless find people at every level in

the organization who have found effective ways to voice and act on their values.

The thing is they have different degrees of freedom,

they have different levers they can pull,

and they have different constraints,

depending on where they sit.

So let's take a minute to look at a few of the leverage points,

the levers that people have available for

themselves when they try and voice and act on their values,

and you can think about which ones might work for you depending on where you sit.

The first one is to think about learning from lived experience,

paying attention to the experiences you've had in the past

in your workplace and in your own careers.

Take a look back at the stories you generated for the tale of two stories.

What's worked for you in the past when you try and

voice and act on your values and what hasn't.

And take a look at other people in your organization or around you in

other organizations and try and learn from their experiences, negative and positive.

Obviously, the longer you are in your career,

the more of these experiences you will have.

But you start having them the moment you start living.

The second lever is seeing for positive reinforcement.

What I mean by that is that often we're very quick to remember the negative experiences,

the failed attempts, the price we

feel we may have paid for trying to voice and act on our values.

But we often tend to forget the many times when

we have found effective ways to express a point of view,

to influence other people,

and we often forget those examples that we've seen in others.

So look for those examples.

Another part of seeing for positive reinforcement that I learned from one of the managers

we interviewed about a time when she had effectively voice and act on her values,

is that she said, "I learned that if there was silence I didn't take that as a no.

I simply took that as a pause."

In other words, if she raised an issue and then she didn't get a response immediately,

many people would just assume,

"Well they're not listening to me,

they don't care they're not going to do anything."

But she decided to view that as a pause and not take it as

a reason to not to go back to them again.

A third lever is to think about how you select your mentors and your support system.

It can be important to have different types of mentors and support systems.

On the one hand you want to have people who may even be

outside the organization but who know you very well.

People who can understand how you're effective,

what works for you.

And then it's also important to have a network,

a support system, a set of mentors,

within the organization who know the organization very well,

and people you trust who can help you and advise you on what strategies might work there.

Another tip or another lever to think about is distinguishing preferences from orders.

One of the women that I interviewed who had found

effective ways to voice and act on her values said, "You know,

whenever my boss came to me and suggested something or

told me something that I thought was problematic,

or that violated my values,

I took it as a suggestion,

I took it as a starting point for the conversation,

rather than as an order.

And by framing it that way,

when I responded, when I asked questions,

when I tried to problem-solve with him,

it didn't feel as if I was accusing him of something unethical.

It gave him a graceful way to have this conversation with me and even to change his mind,

because I framed his position as a suggestion,

as an opening gambit."

Another leverage point is to pay attention to form and substance.

I was doing a program with a group of senior managers and

middle managers in a major multinational consumer products firm,

and we brought them together to talk about strategies for giving voice to values.

One of the things that we learned from the senior managers

is that there are ways that others can

bring issues to them that are more

likely to make it easier for them to respond effectively.

They talked for example about,

don't just grab me in the hall when you have this kind of values conflict,

actually make an appointment so that they can focus,

so I won't be distracted or pressured,

or uncomfortable in a public place.

You bring data or bring information so I have a way to assess how valid your concern is.

And when you bring these challenges it's

useful if you can frame them in a way where you are

actually suggesting some possible beginnings of solutions,

so I feel that we're having a problem-solving conversation together,

rather than you just coming in to blame me for something and dump something in my lap.

So pay attention to form and substance.

Another leverage point is to play to your own strengths.

If you are most comfortable positioning yourself as a learner,

present your questions and your ideas that way.

If you're most comfortable in debate and dialogue,

present them that way.

Play to your strengths.

Another leverage point is to align your point of view with purpose.

This means, align it with your own personal purpose because that's a way for you to

generate the self-motivation that will help you actually raise the issue.

Figure out what's important to you and why this issue aligns with that.

But then also align your point of view with broader organizational purpose,

because that gives you a source of arguments to draw

on when you're trying to communicate with others.

And finally, as we've been saying with giving voice to values, practice.

The more you practice,

the more likely you are to actually effectively and often voice and act on your values.

So now, as we conclude this conversation,

I invite you to reflect on times when you've seen people at

senior levels in the organization who have found

ways to effectively voice and act on their values,

and also people at more junior levels within the organization,

and to try and identify

the different leverage points that they used at these different levels.

Think about that and try and consider what can you learn from that.

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