When leaders are willing to talk through their own decision-making process, making visible that values are an important consideration, this sends a powerful signal to employees.

We are better able to bring the same sort of pragmatic planning and analytical pre-work to our values scripts that we would bring to any other business position that we espouse. This approach enables us to be more reasonable, more respectful, less impulsive and more constructive. Risk cannot be eliminated entirely but that is true in all of life.

Interestingly, many of the organizational characteristics that have been identified as conducive to effectively managing diversity and as conducive to fostering innovation and creativity in the workplace are also important for enabling employees to voice their values.

I have to think that we all have - at one time or another - felt that our own voice was silenced or under-valued. Who among us did not have the experience as a child of feeling as if our parents just didn't listen?

Typically efforts to address values and ethics in business education and leadership development tend to focus on building Awareness and teaching Analysis. That is, we expose future leaders to the kinds of ethical and values conflicts they may encounter, so that they will recognize them and will have considered them in advance.

Often we fail to voice and act on our values because, before we even apply our best thinking to developing an action plan, we engage in process of pre-emptive rationalization. At some deep level, we anticipate difficulty and resistance so we start to back away from our own instinctive values perspective.

I believed that we would all come to better decisions and we would create more humane and ultimately more livable and more sustainably productive workplaces if we knew how to speak to each other about difficult issues and if we were more able to listen to and learn from diverse points of view.

It seems that simply being willing to express our views clearly, persuasively and without malice, can be a powerful invitation to others who may be lurking out there, in agreement with us but unsure whether their position is speakable or practical.

Throughout history we have seen the tyranny of the powerful over the less powerful - think of the history of colonialism or of slavery - and the tragic mistakes made when important information was not heard or valued.

The whole endeavor becomes less about a constraint on action and rather about helping us to be more of who we would actually like to be, at our best and if we felt it were possible. Rather than positioning effort as being about thou shalt not, it becomes all about can do!

We try to effectively free ourselves up to be creative, to think about what might be possible, to come up with truly innovative ways to enact our values-driven positions.

Communicating and celebrating the times when individuals have made values-based decisions is, of course, empowering and can provide role models. But perhaps more importantly, it removes the sense of futility that often prevents employees from speaking up.

By creating explicit occasions to invite dissenting viewpoints on a new project, strategy or policy, leaders enable employees to feel that their questions are welcomed and appreciated.