In addition to their own beliefs, managers must consider their work group’s values. Who Are We? Defining Moments for Work GroupsĪs managers advance in an organization, their defining moments grow more complex. His ethically informed decision also advanced his career. Lewis decided to attend the presentation-but as a participant rather than a “showpiece.” He successfully delivered part of the presentation, demonstrating he was a team player and would not be treated as a token. How will I implement my personal understanding of what is right? Example:

He decided his race was a more vital part of his moral identity than his professional role. Remembering his parents’ dignified, effective response to prejudice, Lewis felt deeply moved. Which conflicting values mean the most to me? Example: When Steve Lewis, an African-American, realized his boss wanted him to attend a company presentation as “a token black,” two of his values clashed: He wanted to earn his professional advancement but also wanted to “be a team player.” What feelings and intuitions are conflicting? Example: This type of defining moment asks us to clarify our personal identity while grappling with two equally valid perspectives.

Who Am I? Defining Moments for Individuals For each type, probing questions can clarify core values, helping us decide what to do. The workplace presents three increasingly complex types of defining moments-for individuals, managers, and executives. Managers who brave the process renew their sense of purpose-and transform their values into shrewd, politically astute action. These skills enable us to craft an authentic identity based on our own, rather than others’, understanding of what’s right. Resolving defining moments requires skills not listed on most job descriptions-probing self-inquiry, in particular. They determine whether we’ll uphold our values-or merely pay them lip service. They force us to balance our idealism with the messy reality of our jobs. Unlike other ethical decisions, where the options are clearly right and wrong, defining moments ask us to choose between two ideals. Or, a new MBA must choose between playing the role of a token minority or earning a coveted spot on a consulting team.ĭuring these defining moments, we must choose between right and-right. We’ve all experienced times when our professional responsibilities conflict with our values: A budget crisis forces us to dismiss a valued employee, for example.

Building Character by Kate Genet