Tool up: How to use AI as your personal thought-leadership partner
Turn AI into your thought-leadership partner: four key practices to sustain flow, align ideas, and boost strategic clarity....
Brain Circuits
Do you know how to lead when no one is right? Decision-making in the gray zone
Resolving ethical issues in business often involves a trade-off between conflicting values, which means finding solutions that are right for some but wrong for others. Jennifer Jordan has some simple advice on making decisions in the ‘gray zone’.
Defining values as a basis for decision-making: three steps
1. Compare your values with those of the organization
Begin by creating your own personal values statement. Next, analyze the organization’s values – not just the ones it explicitly declares, but what it values as shown in the behaviors of its members. What does the company actually stand for? Now compare the two. What do you stand for and what does the company stand for? And what are the differences between the two? This step provides a basis to ground your decision-making and communicate choices to stakeholders.
2. Be clear on everyone’s values and where conflict lies
When a values conflict arises, you need to be clear on your values, those of the organization, and those of the people around you. Ask how you can make an informed decision to reduce the risk of negative consequences, such as alienating team members – or feeling like a hypocrite.
3. Decide if differing values are reconcilable
If the organizational values are things that are absolutely in violation of yours, then perhaps this organization isn’t the right fit. Leaders do not happily grow in an organization whose values they don’t respect. And remember: when there’s a discrepancy between a leader’s values and those of the organization, the latter usually win out.
Reconciling conflicting values: three steps
1. Listen to others
Consider who and what you are listening to in the room. What are their perspectives, and why might they have those views? How can you integrate their opinions into your decisions?
2. Listen to what is not being said
Paying attention to what is not being said is equally crucial. What are the issues that people aren’t comfortable discussing, or that create unspoken tension in the room? Listen with the heart rather than the head here – this is vital to ensure you’re making a decision from an inclusive place.
3. Speak up – and allow others to speak
Speak up in terms of what you value, and allow others to do the same. Do people feel sufficiently comfortable to be authentic and honest?
Key takeaway
Knowing when you are entering the gray zone, understanding your own and others’ biases and values, and learning how and when to communicate in decision-making processes will help resolving conflicting values and equip you to be a better leader.
Authors
Related
Is your social media costing you? A trust test
With AI making it harder to tell what is real, leaders face growing skepticism. Here’s how to check whether people believe what you say about yourself and the organization. ...
Inclusive or just inoffensive? When AI turns culture into uniformity
AI can make existing organizational norms harder to see by “flattening” them. Here’s how to stop it producing a more homogenous culture, instead of a more inclusive one....
Cull or cultivate? Protecting your entry-level leadership pipeline
Protect your pipeline: actionable steps to develop leaders from entry-level roles as AI transforms junior work tasks....