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Hi everyone! Thanks for joining us on The Leader Show with Lou Carter. Joining us today is Dr. Jerry Goodstein. Dr. Goodstein is a Professor Emeritus at the Carson School of Business, Washington State University, and the co-author of the book “Giving Voice to Values.”
He is also the founder of Second Chance Employment Innovations and a member of the Board of Advisors at the Televerde Foundation. In this episode, he mainly discusses the book, “Giving Voice to Values” and expresses his intrigue with the concept of speaking truth to power.
So, without any further delay, let’s jump right in.
To begin with, Dr. Goodstein posits that “Giving Voice to Values” is a practice designed for individuals who want to act on their values effectively. He attests to its resonance with students and corporate leaders alike due to its practical, down-to-earth approach.
Jerry sees it as a tool not only for the oppressed but also for leaders, asserting that it fosters a two-way conversation that can lead to a more ethical environment in organizations.
Lou describes how sometimes abuses of power or unethical behavior can stem from personal pain or lack of confidence. He offers a non-confrontational response strategy when encountering such situations, which includes asking for repetition, thanking for sharing, and expressing empathy towards the person.
Dr. Goodstein agrees and ties Lou’s point to the “Giving Voice to Values” practice, suggesting that it’s crucial not only to speak to one’s own values but also to understand and articulate the values of the other person.
He stresses understanding the pressures the other party may be experiencing and empathetically communicating why certain actions make one uncomfortable. Plus, he suggests reframing discussions to find ways to act on shared values.
Lou poses a scenario where a person feels compelled to express their values but faces a seemingly unresponsive system.
Dr. Goodstein presents a real-life case study where a high-tech company’s product manager, Larry, asks his team to collect market data for two products that differed mainly in battery life. The team returns with data indicating consumer preference for the longer-life battery, but Larry requests to manipulate the data to favor the shorter-life product for quick market entry and lower modification costs.
Jerry refers to this as a “Giving Voice to Values” (GVV) moment, where the marketing team must decide what to do. He proposes a scripting process where the team plans how to approach Larry, considering persuasive arguments that respect both Larry’s position and the team’s commitment to accurate data.
The team could highlight potential repercussions of altering data, question whether customer preferences are being honored, or appeal to Larry’s past integrity and faith in his team. They could also rehearse this script for effectiveness.
Lou appreciates the concept, highlighting the importance of acting with integrity. Goodstein agrees, defining integrity as acting in alignment with values and ethical principles. He suggests that if Larry decides to present the actual data to his boss, it would demonstrate integrity, acknowledge a possible mistake, and support his team’s integrity.
Jerry concludes by noting that the GVV process can prompt individuals to reassess their positions and see situations differently, increasing their awareness of potential consequences and issues.
Next, Lou wants to know how to guide someone like Larry in the scenario mentioned above. He is particularly interested in understanding the coaching process related to the situation.
In reply, Jerry stresses the crucial role of active listening, particularly from a manager’s perspective, like Larry in the given case. The ability to actively listen and acknowledge the team’s concerns is integral in such situations.
In coaching Larry, Goodstein suggests that the focus should be on ensuring Larry is not rigid in his thought processes. The essence of active listening involves openness to others’ perspectives, adaptability, and willingness to consider different viewpoints before taking action.
Effective coaching in this context would enhance Larry’s capacity to listen attentively to his team’s concerns, genuinely consider their perspectives, and subsequently make decisions that consider this new information.
Moving on, the speakers delve deeper into the potential costs of unethical behavior within an organization. They underline the high stakes, which can include the loss of employees, reputation damage, loss of loyalty among remaining employees, and decreased trust with key stakeholders.
In the case of Larry, addressing ethical issues not only leads to a potential benefit through alignment with consumer preferences but also reinforces the importance of integrity in the organization. Larry can be a role model to his team, demonstrating that the organization values and upholds ethical behavior.
Furthermore, it fosters a sense of personal achievement and confidence in Larry himself, as he can proudly say he listens to others, is willing to adapt and change if necessary, and upholds his own values. This scenario exemplifies how ethical behavior, aside from its inherent worth, also brings tangible benefits to both individuals and the organization as a whole.
Lou and Jerry go on to discuss the importance of aligning with the values of an organization one works for. These values can be explicit, stated clearly, or implicitly, generally understood without being expressly declared.
Lou points out that high turnover can challenge the sustainability of a culture that an organization has worked hard to cultivate, especially when new hires come from various environments with different cultural norms.
In an analogy to Chaos Theory, Lou likens a new hire to a “grain of sand.” Even as a single small element within a larger system, it can create ripples, i.e., effect changes. This underlines the potential impact each individual, regardless of their position or status, can have within an organization. The implication is that every member of a team or organization has a part to play in fostering a culture that upholds shared values.
Jerry agrees, affirming the potentially significant influence of individual actions, even when these actions might seem small or insignificant in the larger context of the organization.
On a similar note, the speakers discuss the necessity of onboarding new employees effectively to the organization’s implicit and explicit values. Jerry mentions the co-author of his book, Mary Gentile, who developed the Giving Voice to Values (GVV) approach. This methodology focuses on providing practical ways to act on one’s values in the workplace, encouraging the employees to do so, and fostering an environment where such actions are supported and reinforced.
This method, according to Jerry, should be introduced as early as possible and continuously reinforced at various levels within the organization. It’s critical for leadership to be actively involved in this process, not only introducing it but also ensuring its sustained practice and setting an example for employees to follow.
In essence, introducing and reinforcing ethical practices like GVV early in an employee’s tenure can create a solid foundation for understanding the organization’s culture and values. The “grains of sand” Lou mentioned earlier can become positive forces within the organization, echoing and reinforcing its values.
Lou and Jerry wrap up their conversation by reiterating the importance of giving voice to values in organizations and the impact that individuals, or “grains of sand,” can have on the larger whole.
They also acknowledge the challenges that can make it difficult for individuals to voice their values, such as not knowing how to effectively take action or being fearful of potential consequences.
Thank you for listening!
