Giving Voice To Values

Gentile emphasizes the importance of normalizing values conflicts in the workplace. She argues that ethical dilemmas are not extraordinary events but rather a regular part of professional life. She explains that many people are caught off guard when they face values conflicts, perceiving them as disruptions to their “normal” work, which leads to overreaction or avoidance. Gentile suggests that by anticipating these conflicts, individuals can approach them with greater calm and competence.

The chapter discusses how viewing values conflicts as unusual or exceptional often leads to compartmentalization, where people separate their ethical responsibilities from their professional roles. This mindset makes it harder to voice values, as individuals might feel that speaking up conflicts with their professional identity. However, Gentile explains that when we accept ethical challenges as a predictable part of work, we can reduce the emotional charge and feel more equipped to handle them.

Building on this idea, Gentile refers to an example of a consultant who, after lying to avoid a conflict, realized that such dilemmas would be common in his field. By normalizing the challenge, he developed a straightforward, honest script for future situations. This approach allowed him to manage values conflicts more effectively, without emotional escalation or unnecessary strain.

Additionally, Gentile emphasizes that we don’t need perfect or “bulletproof” arguments to voice our values. Instead, recognizing that both our reasoning and others’ rationalizations are often imperfect can empower us to speak up. The more individuals anticipate and practice handling values conflicts, the easier it becomes to address them confidently.

The chapter also discusses the importance of understanding and accepting the risks associated with standing up for one’s values. Gentile shares the example of Franco Bernabe, CEO of Eni, who explains that his willingness to take risks stemmed from identifying his personal values: prioritizing ethical action over the potential loss of his job or status. Preparing for such eventualities, Gentile argues, makes it easier to act in alignment with our values without being paralyzed by fear.

To sum up, Gentile encourages readers to accept that values conflicts are a normal part of work and to develop strategies to handle them calmly and competently. She argues that this mindset helps reduce the emotional and practical barriers to acting on our values, which makes ethical decision-making more sustainable in the long term.

Gentile explores how defining one’s professional purpose explicitly and broadly can significantly influence the ability and likelihood of voicing values in the workplace. She argues that when we broaden our career goals beyond immediate success or promotion, it becomes easier to handle values conflicts, as they are no longer seen as rare or overwhelming but rather as part of the normal flow of business challenges.

Gentile introduces the idea that if one’s purpose is narrowly focused on pleasing superiors, achieving financial success, or gaining promotions, then the freedom to voice values during conflicts feels constrained. For example, the pressure to meet quotas or achieve performance reviews might make it harder to push back against unethical requests. However, if an individual frames their purpose more broadly—such as contributing to the organization’s integrity, providing valuable services to consumers, or supporting employees’ well-being—they gain a wider perspective that supports ethical decision-making.

Furthermore, Gentile refers to management scholars like Charles Handy and Robert Frank to advocate that businesses focus not solely on profit, but on broader social and ethical goals as well. Handy, for instance, argues that profit is necessary for sustaining a business but should not be its sole purpose. Similarly, Frank explains that creating conditions that foster cooperative and fair behavior is more productive than simply searching for inherently ethical individuals. Gentile also emphasizes the importance of “process fairness,” a concept introduced by management scholar Joel Brockner, who explains that senior management must model fairness in processes, not just focus on outcomes. This approach, which values the means as much as the ends, encourages a workplace culture where individuals are more likely to voice and act on their values.

Gentile refers to an example of a private equity partner who encountered a toxic work environment created by a manipulative but talented colleague. Despite the partner’s high financial compensation, he struggled to reconcile the situation with his values, feeling trapped in a system that rewarded bad behavior. Ultimately, he left the firm, realizing that his broader purpose—upholding his values—outweighed the financial benefits of staying. This story illustrates how a broader sense of purpose, aligned with personal integrity, can guide individuals in making difficult decisions, even at the cost of career advancement.

Gentile builds on the idea that purpose plays a crucial role in everyday business decisions using the example of Frank, an internal controller who was pressured to recognize revenue prematurely to boost short-term profits. Frank’s situation highlights the conflict between managing appearances and maintaining the substance of a company’s activities. By defining his role in broader terms—focusing on long-term organizational health rather than short-term gains—Frank found the strength to voice his values and present a more ethical approach to financial reporting.

Lastly, Gentile encourages readers to reflect on the deeper impact they want their careers to have. She emphasizes that defining purpose beyond immediate gains provides the clarity, motivation, and resilience needed to voice and act on values in challenging situations.

Gentile focuses on the importance of self-knowledge, self-image, and alignment in voicing one’s values at work. She emphasizes that by crafting a personal narrative aligned with our strengths, preferences, and beliefs, we can find a way to act on our values in ways that feel natural and sustainable.

Gentile introduces the concept of “self-story,” where individuals reflect on their traits, experiences, and professional identities to develop a narrative that supports ethical decision-making. She references the taxonomy developed by Gregory Dees and Peter Crampton, which categorizes people into idealists (acting on moral ideals no matter what), pragmatists (balancing values and practical considerations), and opportunists (focused on material gain). The largest group, pragmatists, want to voice their values but also wish to avoid systematic disadvantage. Gentile frames this data as hopeful because it suggests many people would act on their values if they felt it was possible to do so effectively.

Through various examples, Gentile illustrates how different individuals, each with their unique strengths, approach values conflicts. One example is a non-confrontational investment analyst who managed to voice her values by relying on her sense of loyalty to her firm. Her story highlights how even those who may not see themselves as courageous can act ethically by framing their values-driven actions in a way that feels consistent with their self-image.

The chapter further explores how people often draw strength from their personal identity traits—for example, viewing themselves as assertive risk-takers, cautious planners, or driven by a sense of duty. Gentile argues that finding ways to align values-driven decisions with these traits can make ethical action more feasible. She offers tools such as self-assessment questions to help individuals understand their purpose, risk tolerance, communication style, loyalty, and self-image. This self-awareness helps individuals craft a narrative that supports their values-based decisions. As Gentile states, “Creating this story is not just about self-knowledge: it is about the way we choose to use that self-knowledge” (115).

Gentile refers to the example of Denise Foley, a chief operating officer who faced a conflict with her CEO over the sale of a hospital, to illustrate how aligning one’s self-story with their values can empower individuals in challenging situations. Despite the personal and professional stakes, Foley acted on her values, grounded by her belief that she could not support a decision she disagreed with. This story demonstrates how aligning values with a personal narrative of integrity can provide the courage to voice concerns, even in challenging circumstances.

The chapter concludes by emphasizing that self-story plays a crucial role in determining how individuals navigate values conflicts. By aligning ethical decisions with their sense of identity, people can frame their actions in a way that feels true to themselves, which can empower them to voice their values more effectively.