Further to Integrity then this is what I found:
in-teg-ri-ty n 1: an unimpaired condition : SOUNDNESS 2: firm adherence to a code of esp.
moral or artistic values: INCORRUPTIBILITY 3: the quality or state of being complete and undivided: COMPLETENESS syn 1 see HONESTY ant duplicity 2 see UNITY
Integrity is the quality of being honest and having strong
moral principles; moral uprightness. It is generally a personal choice
to uphold oneself to consistently moral and ethical standards.[1]
In ethics, integrity is regarded by many people as the honesty and truthfulness or accuracy of one's actions. Integrity can stand in opposition to hypocrisy,[2]
in that judging with the standards of integrity involves regarding
internal consistency as a virtue, and suggests that parties holding
within themselves apparently conflicting values should account for the
discrepancy or alter their beliefs.
This version still left me thinking there was a void in the definition. It struck me that the words lacked practical examples or parameters to make the picture of integrity come alive. After all, in today's world doesn't every organization and leadership candidate tout integrity as a core principle? If not prominently trumpeted in an organization's mission, vision and values statements it is usually given prominence in other public statements, codes of conduct, policies or other regular pronouncements. Most leaders - like myself - usually identify integrity as being one of their top values. Integrity is all around is and yet many find it wanting in so many or our leaders and organizations.
Do we - as leaders - truly demonstrate integrity when it counts? When the going gets tough do we firmly adhere to our stated moral and ethical codes of conduct? For example, if you have struck a deal with another party are you prepared to hold true to that commitment when circumstances change? It's certainly one thing to be true to your word at the moment the agreement is signed or when times are good. Do you have the strength of your conviction when your "business climate" changes? Do you back away from your commitments or obligations? When the going gets tough do you find reason or excuses to back away from this obligation entered into in good faith by both parties? Isn't that the true test of integrity? I'm left wondering how one can tout personal or organizational integrity when at the first sign of stress we stand ready to abandon our previous - voluntary - commitments.
I also find some leaders wanting in the integrity category when they "boldly" impose sacrifices on others they themselves are not prepared to make. Numerous examples abound, both in the private and public sectors, of CEO's looking for ways to cut costs that intimately and significantly impact the vast majority of the workforce they lead and yet, when such efforts are successful, result in the maintenance of leadership perks or bonuses for the CEO. And some CEO's have an amazing capacity for rationalizing how their benefit is really to the benefit of their organization. Unfortunately, I have personally encountered some egregious examples of veritable shell games played by executives to justify or protect their income and perks. Integrity under such circumstances - along with leadership credibility - are the clear losers.
Finally, I have to proffer my view that just as no great venture or successful organization is the result of the efforts of any one individual so too is it true that no one leader can violate self-stated or organizationally-touted codes of conduct without a little help from one's colleagues. If we consider some historical precedents it is the rare occasion when a "rogue" leader acts alone to bend or break organizational codes of conduct, policies, procedures or, in extreme cases, even the law. How many of us conveniently ignore or dismiss any missteps as "honest" mistakes or minor lapses in judgement? Perhaps at times we honestly believe that. Perhaps it's just easier to turn a blind eye. Worst of all, perhaps we are actively complicit in the larger violations of our leader because some personal gain accrues to us - we too can share in getting a bonus or keeping our current position. Perhaps our calculation is one that comes down to the simple perspective that to speak up or stand up runs the risk of becoming a martyr for doomed and idealistic cause - we rationalize our action (or lack of action) as being a meaningless sacrifice.
I leave you with an honest question - are you prepared to hold true to your stated values in good times but particularly in bad? Is your word your bond or merely a device to suit a moment in time?
Are you a leader with and of integrity? Or is integrity just an out-moded concept in today's age and am I but a modern-day Don Quixote tilting at windmills??
____________________________________________________________________
Greg Hadubiak, MHSA, FACHE, CEC, PCC
TEC Canada Chair/Executive Coach/Senior Consultant
hadubiak@wmc.ca
Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.
Do we - as leaders - truly demonstrate integrity when it counts? When the going gets tough do we firmly adhere to our stated moral and ethical codes of conduct? For example, if you have struck a deal with another party are you prepared to hold true to that commitment when circumstances change? It's certainly one thing to be true to your word at the moment the agreement is signed or when times are good. Do you have the strength of your conviction when your "business climate" changes? Do you back away from your commitments or obligations? When the going gets tough do you find reason or excuses to back away from this obligation entered into in good faith by both parties? Isn't that the true test of integrity? I'm left wondering how one can tout personal or organizational integrity when at the first sign of stress we stand ready to abandon our previous - voluntary - commitments.
I also find some leaders wanting in the integrity category when they "boldly" impose sacrifices on others they themselves are not prepared to make. Numerous examples abound, both in the private and public sectors, of CEO's looking for ways to cut costs that intimately and significantly impact the vast majority of the workforce they lead and yet, when such efforts are successful, result in the maintenance of leadership perks or bonuses for the CEO. And some CEO's have an amazing capacity for rationalizing how their benefit is really to the benefit of their organization. Unfortunately, I have personally encountered some egregious examples of veritable shell games played by executives to justify or protect their income and perks. Integrity under such circumstances - along with leadership credibility - are the clear losers.
Finally, I have to proffer my view that just as no great venture or successful organization is the result of the efforts of any one individual so too is it true that no one leader can violate self-stated or organizationally-touted codes of conduct without a little help from one's colleagues. If we consider some historical precedents it is the rare occasion when a "rogue" leader acts alone to bend or break organizational codes of conduct, policies, procedures or, in extreme cases, even the law. How many of us conveniently ignore or dismiss any missteps as "honest" mistakes or minor lapses in judgement? Perhaps at times we honestly believe that. Perhaps it's just easier to turn a blind eye. Worst of all, perhaps we are actively complicit in the larger violations of our leader because some personal gain accrues to us - we too can share in getting a bonus or keeping our current position. Perhaps our calculation is one that comes down to the simple perspective that to speak up or stand up runs the risk of becoming a martyr for doomed and idealistic cause - we rationalize our action (or lack of action) as being a meaningless sacrifice.
I leave you with an honest question - are you prepared to hold true to your stated values in good times but particularly in bad? Is your word your bond or merely a device to suit a moment in time?
Are you a leader with and of integrity? Or is integrity just an out-moded concept in today's age and am I but a modern-day Don Quixote tilting at windmills??
____________________________________________________________________
Greg Hadubiak, MHSA, FACHE, CEC, PCCTEC Canada Chair/Executive Coach/Senior Consultant
hadubiak@wmc.ca
Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.
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