Power • Influence • Impact

Exercise: Protecting Integrity

Take a blank piece of paper and quickly brainstorm all of the things which you think are important values/beliefs when dealing with other people (e.g. “tell the truth even if it hurts”; “treat people as humans not numbers”; “you’ve got to be cruel to be kind”; “people should want to do what you want them to do”). Try to fill the side.

Now turn over and brainstorm the values and beliefs which you think the people you work with consider as important when dealing with other people. Do this quickly.

Review both sides and identify the top three to five values.

Your beliefs/values

Your organisation’s beliefs/values

What practical implications are there for any differences between the two lists?

Note down any examples of where you have recently been inconsistent with these values/beliefs.

 

 

 

One of the rapidly growing problems today, as disruption lands across every level of an organisation, is building and maintaining real influence in complex settings.

Ethical Strategic Influence

 

The practical process, first developed in 2008, that is currently helping serious professionals in organisations like GSK, Zurich, and the NHS.