没有权力的学习影响是关键stone leadership skill to transition from early to mid career. It becomes an even more important skill later in your career as you need to partner effectively with your peers, executives and board members.
One of my favorite approaches to influencing without authority is “Model, document and share”, which focuses on enacting changes within your aegis of authority, while making sure it’s easy for others beyond your authority to adopt your changes. Having operated this way in senior management roles at several companies, I’ve come to believe it’s a uniquely impactful way to effect change.
I have还come to appreciate how using it in the wrong circumstances can create a misalignment of values within an organization, that causes a great deal of friction. I call those pockets of values misalignment aValues Oasis，并希望谈谈为什么他们是一个问题，以及如何避免创造它们。
Leaving the oasis
A few years ago, I heard an apocryphal story about Sheryl Sandberg’s departure from Google to Facebook. In the story she apologizes to her team at Google because she’d sheltered them too much from Google’s politics and hadn’t prepared them to succeed once she stopped running interference. The story ends with her entire team struggling and eventually leaving after her departure. I don’t know if the story is true, but it’s an excellent summary of the Values Oasis trap, where a leader uses their personal capital to create a non-conforming environment within an wider organization.
An example that I’ve seen in many companies is the extent that teams factorcommunity and inclusion workinto performance reviews. Some teams rate performance on pure business metrics, others combine these factors additively, others discount business performance if certain community work minimums aren’t met. You can operate an organization with any of these approaches, but it’s risky for your team when you operate an organization that applies these standards inconsistently.
If your organization starts to emphasize community-building work within performance reviews, you may end up rewarding and promoting folks who would not get rewarded or promoted in another peer organization where that work isn’t similarly valued. At some point you will end up in a room where you have to compare the performance across both those organizations, and this is where the Values Oasis creates friction.
In a sufficiently influential role within your organization, you can ensure that your set of values is fairly accounted for in this sort of values melting pot, but what happens once you’re not in that room anymore? If your organization’s values have diverged considerably from those of the broader organization, then it’s likely to be messy.
Perpetuating a Values Oasis is betting your team’s long-term success on your own, and recognizing that ought to shift your ethical calculus. Even when you believe fervently that your values are better for your team, it’s not necessarily an altruistic act of leadership to adopt them if you can’t bring the broader organization along with you.
Ambiguity vs disagreement
When you come across amissingprocess, this is a great time to lead your organization forward by modeling an effective approach. For example, Julia Evans’approach of writing brag documentsis perfectly shaped to fill a gap that most organizations have. This is the right time to use a technique like “model, document and share.”
Conversely, when you encounter values or processes that you不同意使用，建模不同的方法会产生价值OASIS的种子。例如，如果您不同意校准权重社区建设的工作，则建模不同的方法将创建值OASIS或演示您未能作为领导者承诺.
The rule of thumb here is to带领throughambiguity, andadvocatethroughdis.
It’s important to diagnose your situation correctly, because when you get it wrong, it’ll stillfeel就像你正在进行进步一样，但它完全依赖于你，这是在更广泛的组织内破坏你和你的团队的成本的进步。它可能是“不同意和承诺”到违背您个人价值观的政策或价值可能是非常令人沮丧的，但任何有价值的成功领导力都需要考虑您的团队的成功比您自己更高兴。
If you’re willing to sacrifice being a visible advocate to become an effective advocate, you can make durable, meaningful change over time by advocating through the disagreement and leading through the ambiguity to create an organization you believe in. Until you’re effective with both approaches, each oasis will dry up shortly after your departure.