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Creating Space … For Integrity in Action
- Tian Philson
- Mar 3
- 4 min read
Leading With VOICCE® Series.
I think about the movie 'The Titanic' often. The idea that you can anticipate a gigantic vessel moving slowly toward something destructive, and yet you feel like you are alone in your observation. I've been here in my career and it still kinda blows my mind. In order to write these articles I always start with a personal journaling prompt. That way I resist the urge to have AI write for me, and the reflections are very personal and specific.
The journaling prompt was:
“What is one moment in my past where I had to choose between my personal values and what was expected of me? How did I respond, and what would I do differently now?”
There was a distinct time in my past when I felt like my personal value of integrity was being challenged. It wasn't that anyone was being asked to do something wrong, illegal, or unethical. However, I felt like we were being asked to play a role that looked very different than what I understood the scope of our role to be. The follower, instead of the leader. It bothered me. Deeply. I felt like our teams were constantly reacting rather than proactively guiding, and it felt very inauthentic for me. It felt like we were doing all our stakeholders a disservice. I wish I could say I responded in some noble way - even now, I'm not sure what aspects of my response I would change. Did I speak up? Absolutely. Did I speak up effectively? Probably not. I think I grumbled my disapproval in a weekly update with my boss once or twice. I likely acknowledged the tension with my team and tried to find a reasonable path forward despite my inner objections. But mostly what I did was disengage.
If I tell the captain that we are headed toward an iceberg, with no real evidence other than my gut - would they listen? Probably not. However, would it have been worthwhile to draft a compelling memo citing the clues and indicators that I was seeing? Yes. I did not. So if I had it to do all over again, I would put more effort toward communicating thoughtfully. I would slow down and do some inner reflection to gain more clarity on the gut instincts that were surfacing for me. I would collect more tangible evidence and communicate what I saw as real risks to our environment.
How often are we in a situation like this? We see something, but the evidence doesn't feel tangible enough, so we don't say anything. If we do, it's likely some half-hearted grumble or a vent to a friend. But what would it be like to influence real change? Perhaps we have convinced ourselves that our one opinion doesn't matter. In this case I think the work goes back to the organizations and the individuals to create environments where voices are heard.
Values clashes don’t have to end in silence or disengagement. They can be turning points - moments that invite us to lead with more clarity, courage, and intentionality.
For leaders, this means slowing down long enough to examine what your instincts are trying to tell you. Gathering the clues. Naming the tension. Communicating thoughtfully instead of reactively. Even if you don’t have all the evidence yet, you can still begin the conversation with curiosity and care.
For organizations, it means creating environments where leaders feel safe bringing forward those early signals - before frustration builds, before disengagement sets in, before a culture quietly drifts off course.
When people are encouraged to express what they’re noticing, and when values-based dialogue is welcomed rather than avoided, everyone benefits. Risks become clearer. Decisions become wiser. And leaders feel connected to the very culture they’re trying to strengthen.
We can’t prevent every iceberg moment, but we can build workplaces where fewer leaders feel like they’re watching the ship drift toward danger alone.
And when we as leaders AND organizations commit to honoring our values, organizations become safer, healthier, and more aligned - one conversation, one courageous voice at a time.
3 Questions to Ask Yourself When Values Clash
What exactly is the tension I’m feeling, and which personal value is feeling the friction?
What evidence, patterns, or behaviors am I noticing that support my concern?
What’s the most constructive way to express what I’m seeing, and what impact could this conversation have?
You don't have to have the answers all at once. Start where you are, and come back as insights reveal themselves. This is the starting point for authentic, influential leadership.
Does this resonate? If so, stay tuned, and if you’re ready to support your teams with more intention and clarity, I am hosting an exclusive Executive Roundtable for HR Professionals and those supporting People Leaders. Join me on December 11 for - Executive Roundtable: What People Leaders Wish They Could Tell You (But Don't)
Thank you for your presence. I am so excited to continue this journey with you!
In gratitude, Tian.
Tian Philson Leadership, Wellness & Mindset Coach | Creator of the VOICCE® Decision Making & Empowerment Framework |Helping leaders go inward so they can go upward.
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