Giving Voice To Values

“The conviction behind GVV—one that is supported by both qualitative research as well as cognitive neuroscience studies—is that, simply stated, practice makes perfect, or at least, practice makes our voice and action more likely.”

Gentile emphasizes The Importance of Preparation and Rehearsal in Effective Values-Driven Leadership to offer a practical approach that equips individuals to navigate ethical dilemmas effectively rather than a theoretical approach that merely identifies the challenge. By referencing both qualitative research and cognitive neuroscience, she provides data-based support for her approach, highlighting the idea repeatedly engaging with ethical decision-making enhances one’s confidence and readiness to act when the moment arises. In advocating for consistent practice, which increases the likelihood of individuals stepping up and voicing their values in real-world situations, Gentile reinforces the idea that ethical behavior is built through experience and repetition.

“The focus here is on those times and situations when we believe we know what is right and want to do it, but we experience external pressures—from our boss, our colleagues, our customers—to do otherwise.”

Gentile’s use of the pronoun “we” emphasizes that ethical dilemmas as a universal human experience, underscoring the need for a practical strategy to address them. She emphasizes the tension between personal values and external expectations from bosses, colleagues, or clients to draw attention to the emotional and psychological barriers that complicate acting on ethical convictions. In doing so, she shores up her central argument against a theory-based ethics education: the challenge is not in knowing what is right but in overcoming the resistance to act on it.

“The thesis here is that if enough of us felt empowered—and were skillful and practiced enough—to voice and act on our values effectively on those occasions when our best selves are in the driver’s seat, business would be a different place.”

Gentile emphasizes the transformative power of ethical action within business environments to build confidence and direct engagement with her methods. She argues that if individuals were consistently empowered and equipped with the skills to act on their values, the business world would operate differently. By highlighting the importance of practice and preparation, Gentile reinforces her argument that acting ethically isn’t solely about moral intent; it also requires confidence and practical strategies. Her use of the phrase “best selves” frames an environment where individuals’ values guide decision-making, leading to a more ethical and responsible corporate culture, as aspirational.

“We try to identify both the times when we already want to act in accordance with our highest moral values and also the reasons why we feel that way, and then we focus on building the confidence and skills and the scripts that enable us to do so effectively.”

Gentile highlights the importance of not only recognizing moments when we are inclined to act according to our values but also understanding the underlying motivations behind those impulses, positioning self-knowledge as key to her approach. She emphasizes that building confidence, skills, and strategies (or "scripts") is key to voicing and acting on these values effectively. Gentile suggests that preparation and practice enable individuals to act with greater ease, ensuring that their ethical decisions are not burdened by uncertainty or fear. This approach reflects her pragmatic focus on action-oriented solutions to ethical dilemmas.

“If we start instead from the premise that most of us would like to behave in accordance with our values, then it becomes less important whether everyone does so.”

Gentile reframes the approach to ethical behavior by shifting attention away from those who don’t act ethically, allowing for the empowerment of those who do and reinforcing the possibility of values-driven action. This shift, she argues, helps reduce discouragement, promoting a more optimistic outlook on ethical decision-making.

“The challenge is to identify whom to speak with and for which purposes. There are many different sources of support, both inside and outside organizations, and there are many ways of gathering support, some more direct than others. We can utilize our personal support networks (family, friends outside the organization) as sounding boards; we can reach out to our colleagues in the firm to build a coalition of allies or to gather supporting information; and we can engage in strategic use of the managerial hierarchy.”

Gentile addresses the importance of seeking external and internal support when navigating values conflicts one of several Practical Strategies for Ethical Advocacy in the Workplace. Gentile provides several concrete examples—such as using friends as sounding boards, gathering allies within the company, or leveraging the organizational hierarchy—to demonstrate ways to implement her approach in various contexts. By highlighting these options, she stresses that support systems can empower individuals to voice their values effectively.

“Although differences do surface, what is important to remember here is that there is a great deal of commonality among the lists of moral or ethical values that most individuals identify as central, and that this shared list is rather short.” 

Gentile emphasizes the universality of core moral values across cultures, despite surface-level differences. By focusing on the “short” list of shared values, she reframes ethical discussions to demonstrate a belief in common moral ground among most individuals—an assertion on which her strategies for ethical advocacy are predicated. Her technique of simplifying ethical complexities into commonly understood values helps foster a sense of unity and makes it easier for individuals to engage in conversations about ethical actions. This reframing also supports her broader theme of enabling values-based decision-making through commonality.

“Giving voice may mean simply asking the well-framed and well-timed question that allows people to think in a new way about a situation. Or it may mean working to make sure that certain information is included in a proposal that allows decision makers to see longer-term or wider potential impacts for their choices than originally considered. It may mean speaking quietly, behind the scenes, with someone who is better positioned than we are to raise an issue.”

Gentile provides specific, practical examples to demonstrate the varied and nuanced approaches to “giving voice” to values, highlighting that it doesn’t always mean direct confrontation. She emphasizes that values-driven actions can take different forms, such as asking strategic questions, ensuring vital information is included in decision-making processes, or working discreetly behind the scenes. By doing so, she reframes ethical action as adaptable and context-dependent, showing that influence can be exerted subtly and effectively without dramatic gestures, empowering individuals to act on values in diverse, practical ways.

“So the question then becomes, why do we choose to voice and act on our values when we do? And how can we build the confidence and skills and determination to do so more often?”

Gentile utilizes rhetorical questions to emphasize self-awareness and practice as key to making ethical behavior more habitual. She brings attention to the critical question of why individuals choose to voice and act on their values at certain moments and what factors enable them to do so—focusing her approach on cultivating confidence, skills, and determination to consistently act on values. She emphasizes the importance of reflection on past experiences, both successful and unsuccessful, to build up one’s capacity for future values-based actions.

“Interestingly and often self-defeatingly, we sometimes tend to focus so much on the ethical aspects of voicing our values that we neglect or even seem to think it is somehow crass to focus on effective communication skills. However, stories of those who enacted their values are full of careful planning, skillful scripting, and adroit choreography.”

Gentile points out the logical fallacy in positioning theoretical ethical values and strategic, practiced preparation in opposition to one another, arguing instead that the two are inextricably aligned. She emphasizes that focusing solely on the ethical dimension of decisions can lead to neglect of how the message is delivered. Gentile claims that effective enactment of values involves meticulous preparation, thoughtful scripting, and strategic interaction, recognizing that successful persuasion hinges on more than just the ethical correctness of one’s position—it also depends on how skillfully it is communicated and framed to others.

“Framing the challenge as exceptional can mean that we view our actions as not really expressions of who we are. Instead, they are aberrations that we just need to 'get past' somehow.”

Gentile argues that the compartmentalization of ethical challenge as rare and exceptional—separate from the core values of the majority—risks undermining the ability to consistently integrate ethical behavior into one’s professional identity, thus avoiding the deeper reflection and responsibility needed to navigate recurring moral conflicts. Framing them as temporary disruptions minimizes their significance, treating them as one-off incidents instead of opportunities for authentic value expression.

“By accepting the fact that this was an expected and predictable type of situation in his line of work, he could deescalate the emotion and develop a kind of script that was both honest and also respected his duty of confidentiality to his employer.”

Gentile uses real-world anecdotes to highlight the ways that recognizing ethical dilemmas as a predictable part of one’s job can defuse emotional intensity and create a clear script to maintain both honesty and professional integrity. She advocates reframing ethical challenges as routine rather than exceptional, which allows individuals to respond thoughtfully, highlighting that preparation can help navigate recurring conflicts with integrity and confidence.

“The tools for this normalization include recognizing that values conflicts are going to be a regular and predictable experience in the work we have chosen; intentionally putting them into a wider context, reflecting on functional and organizational factors that contribute to or might mitigate the conflict; and explicitly identifying the stakes in the situation for all parties.”

By continuing to emphasize the common tendency to misidentify values conflicts as exceptional challenges, Gentile highlights the importance of normalizing values conflicts as a regular part of professional life, underscoring the need for tools to handle such conflicts. She argues that by embracing these tools, individuals can better anticipate and manage these challenges, which makes it easier to navigate them with clarity and composure. Gentile encourages proactive reflection and strategic thinking to mitigate the stress and emotional charge around ethical dilemmas.

“If we think of our purpose as moving up in the organization, impressing our bosses, making a good living (or even a great living), for example, then when we face values conflicts in the workplace, we will see our degrees of freedom narrowed by the desire to please those very individuals who may be presenting us with the values conflict.”

Throughout her book, Gentile crafts a deeply personal narrative voice that positions herself in solidarity with the reader. Her consistent use of “we” and “our” allows Gentile to establish common ground between her own experience and the experience of the reader, imbuing her argument with a tone of authenticity that invites the reader’s trust. Such a tone, when combined with data-based research and support, attempts to establish both an emotional and intellectual foundation for her argument.

“If, however, we think of our purpose in a broader sense as building and being part of a company that is a respected corporate citizen—for example, providing valuable products or services to consumers, creating good jobs in a healthy work environment, building a firm that investors can trust to report honestly on its performance—then we will see that we have a broader span of operation when we confront values conflicts.”

Gentile highlights how a broader sense of purpose—focusing on creating a respected, ethical company that contributes positively to society—expands the options available when facing values conflicts—directly underscoring the benefits of her argument. She contrasts these benefits the negative impact of a narrow focus on personal or short-term gains, arguing that aligning with larger, socially responsible goals gives individuals a stronger foundation to address ethical challenges. By framing one's purpose as contributing to a respected corporate culture, Gentile suggests individuals will find the motivation and strategies to act ethically.

“Defining and sharing a professional purpose broad enough to encompass and positively express our values can be one way to create such conditions, because such expressions of purpose can be inspiring and they can signal to others who may share our values that they are not alone.”

By highlighting the connective power of defining and sharing a professional purpose that resonates with communally held values, Gentile employs the rhetorical strategy of pathos, appealing to the reader’s desire to feel connected and supported by a professional community. By articulating their ethical values, Gentile argues, individuals not only reinforce their own ethical motivations but also inspire others to align with similar principles. This collective acknowledgment of shared values fosters an environment where individuals feel empowered to voice their ethical concerns in community, reinforcing the idea that they are not isolated in their pursuit of values-driven decisions within the workplace.

“Managers at all levels in their firms report that a significant enabler of values-based action is the clarity, commitment, and courage that is born of acting from our true center, finding alignment between who we already are and what we say and do.”

In this excerpt, Gentile overtly roots effective values-based action in an internal alignment between one’s personal identity and professional behavior. She emphasizes that clarity of self-knowledge enables individuals to act with confidence and integrity, making decisions that resonate with their core beliefs. She frames this alignment between one’s “true center” and their actions as not only empowering but also essential for maintaining consistency in voicing values, regardless of external pressures, emphasizing the ways that self-awareness creates a foundation for authentic, courageous ethical behavior.

“Therefore, it becomes important for us to create our own narrative about who we are and how being this particular person enables us to act on our values, as well as what particular risks we face due to this identity.”

Gentile’s call for both herself and her readers to create a self-defining narrative that aligns with personal values and identity, points to the book’s thematic engagement with The Importance of Preparation and Rehearsal in Effective Values-Driven Leadership. Shaping a self-defining story represents an additional form of practical preparation that allows identity to both support ethical action and anticipate the potential risks face by acting in alignment with one’s beliefs.

“The point here is that just because we are addressing a question of values and ethics does not mean that we need to preach. Often, the very fact that a situation has an ethical component to it leads us to feel that we must gear ourselves up to be saints or even martyrs; in reality, we often just need to be competent and skillful.”

In this passage, Gentile speaks directly to tone as a crucial component of a practical approach to ethics that shifts the focus from idealism to pragmatic, values-based action. Gentile emphasizes that ethical action is not about grandstanding but about integrating ethical reasoning into everyday professionalism, suggesting that moral integrity can coexist with effective, non-preachy communication and decision-making.

“The more we talk about voicing our values, the more comfortable we become doing so. This is the kernel of truth demonstrated by the World War II ‘Rescuers’ mentioned in the Introduction: those who acted on their values in times of crisis tended to have shared the experience of previewing and prescripting such challenges at earlier points in their lives.”

Gentile emphasizes the importance of practice and preparation when it comes to ethical decision-making by drawing on the historical example of World War II “Rescuers,” who were able to act courageously in times of crisis because they had mentally rehearsed similar situations beforehand. Gentile argues that regularly discussing and thinking through moral challenges builds confidence and comfort in voicing values, which makes ethical action more likely in real-life scenarios. In evoking a real-world example traditionally aligned with a heroic ethos, Gentile imbues the practice itself with an ethos of strong moral resolve.

“Jonathan Haidt’s research tells us that our actions are often directed by our emotions and instincts more than reason, but that achieving peace of mind requires us to develop a way of making sense of these actions, even if it’s after the fact. This seems consistent with the tendency to act in ways that seem most comfortable or safe in our particular organizational context, even when those tendencies conflict with our sense of right and wrong. This observation might seem to militate against the value or usefulness of developing cognitive or rational arguments for acting on our values in advance of the actual situation.”

Gentile employs a common rhetorical tactic of presenting a counterargument to her approach in order to refute it. Drawing on Jonathan Haidt’s research, Gentile suggests that while emotions guide many actions, developing cognitive arguments for ethical behavior beforehand can help align instincts with values, ensuring that a rational framework exists for moral decisions, especially in challenging contexts where reason might otherwise be overshadowed.

“One of the assumptions here is that we are more likely to find the courage and commitment to act on our own values if we can find the words to express them persuasively, to ourselves as well as to others. This assumption is based on the observation that often the first step toward acting on our values is the willingness to ‘go public’ with their expression. And alternatively, if we do not express our values, it unfortunately becomes easier to act as if they were never ours to begin with.”

Gentile supports the connection between articulating one's values and the courage to act on them, outlining The Importance of Preparation and Rehearsal in Effective Values-Driven Leadership. She suggests that expressing values out loud not only helps in persuading others but also reinforces personal commitment. By verbalizing ethical beliefs, individuals solidify their connection to these values, which makes it harder to abandon them. On the contrary, if values remain unspoken, it becomes easier to ignore them, thus distancing oneself from their moral foundation, leading to inaction.

“First, counterintuitive as it may seem, the arguments we use to voice our values need not be entirely unassailable and perfect. As discussed earlier, we sometimes hesitate or even stop ourselves from voicing our values because the arguments for not doing so seem so sharp and clear.”

By defining ethical dilemmas as a universal human experience, Gentile challenges the perfectionism often associated with ethical arguments. She argues that hesitation to voice values stems from the fear that the reasons must be flawless, while in reality, humans are inherently flawed. Gentile suggests that ethical actions are not driven by irrefutable arguments but by the courage to voice them, despite imperfections. This insight encourages individuals to express their values, acknowledging that even imperfect reasoning can lead to morally sound actions.