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.
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.
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.
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?
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.
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?
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.
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