Integrity: Common Belief & Never Ending Challenge
by Randy G. Pennington
Integrity appears at or near the top of every list of desirable leadership
characteristics. It shows up in corporate value statements, and is often
mentioned as critical in the search for senior level executives. Respondents
to informal surveys done in our presentations over the past 10 years indicate
that most people see themselves as having integrity.
All the public support for integrity would lead one to believe that there
is an abundant supply of leaders and organizations that walk their talk.
Experience paints a different picture.
- Ninety-three percent of 40,000 Americans surveyed admitted to lying regularly at work according to a "Fast Company" magazine report.
- Sixty percent of employees who saw or know about an ethical violation within their company have not reported it according to a survey by Walker Information and the Hudson Institute.
- Forty-seven percent of the 148 secretaries to Fortune 1000 CEO's responding to a survey by OfficeClick.com had been asked by their boss to lie.
Why everyone doesn't act with integrity
Maintaining individual and organizational integrity is a challenge. The following five factors provide an insight into why we have difficulty living our beliefs.
- The impact of culture. An organization's culture is the essence of what the group believes is important. Company cultures are a powerful tool for creating a sense of connection among the staff. In some organizations, bending the rules becomes legendary. Water cooler conversations, promotions, and public recognition confer star status on those who produce the big payday. It often appears that the more dubious the tactics the greater the recognition. The choice to go along and get along is often easier than standing for one's values.
- Poorly designed systems. Systems promote efficiency and consistency within organizations. They are also powerful vehicles for developing habits through repetitious behavior. Poorly designed systems can unconsciously promote dishonesty and a lack of integrity. What systems do individuals routinely have to circumvent to accomplish their goals? For example, is the purchasing process cumbersome to the point that staff has developed ways to get around it? Does the compensation system require managers to manipulate the performance appraisal process? Look at each organizational system from a worst case perspective to determine what habits are being promoted. A willingness to question the organization's commitment to integrity when the systems promote deceit and manipulation.
- Doing more and more with less and less. Results are important, and the tension created when expectations exceed available resources inspires creativity. The line between innovation and a lack of integrity can be blurred, however, when pressure to produce leads to questionable behavior. Instances of cutting corners, falsifying documentation, and withholding information have appeared as front page news leaving otherwise good companies with a sullied reputation.
- Blind loyalty. History contains numerous examples where the ability to inspire has clouded the judgement of otherwise well-intentioned individuals. A more likely scenario in most organizations is the assumption that all decisions have been thoroughly examined by the organization's leaders. Employees who carry out directives without evaluating the consequences can find themselves in an abusive and unethical environment.
- The lure of expedience. Our world is built on speed. We complain about the length of time that it takes to microwave our meals. A two-minute report on the evening news is called an "in-depth analysis." Is it any wonder that we want immediate success? And, it's not just any success. Society reinforces the notion that success is defined by what you have rather than your character. We are told that we deserve it all, and we should receive it all right now. An out of control desire for external symbols starts individuals and organizations down a slippery slope in which a return to the standards of integrity is difficult.
Making Integrity Come to Life
The leader's job is to create an environment that delivers results without sacrificing personal or organizational integrity. There is no program of the month for making integrity come to life. It is an on-going process that must become a part of the organization's fabric. The following ideas will assist you in this never-ending challenge.
- Talk about integrity often. How often do you speak about your organization's key performance results? How often do you speak about the fact that success is ultimately based on the integrity of your products, services, and relationships? Hanging a values statement on the wall and distributing wallet cards are not enough. Very few take the time to stand in the hallway or search their wallets to read the values statement when they face a difficult choice. Don't start a new program. Create stories and legends about those who achieved superior results while modeling integrity. Talk about the challenges of earning and maintaining the trust of others. The more attention leaders give to the value of integrity as a competitive tool the more important it will become in the organization.
- Look at the whole and align the parts. A participant in a recent seminar made the case for alignment with these words, "how do they expect us to trust them when the policies say one thing, but we are asked to do something different every day." Attempts to compartmentalize the various functions are basically irrelevant. Everything is ultimately connected. Deceptive marketing practices influence attitudes and behavior in other departments. Allowing disrespectful treatment of employees in one area will affect other areas sooner or later. The integrity of the whole is called into question when we see inconsistencies among the various parts.
- Welcome bad news. The test of a healthy organization is not the absence of problems. It is the ability to address them in a positive manner. The permission to share bad news without fear of retribution promotes an honest, open environment that continually strives to improve. As good as your organization is today; there is a strong chance that someone is withholding information that can make it even better.
- Communicate expectations and develop skills. Most people want to do the right thing and will do so if they know what is expected and how to perform. The need to provide clear direction increases as organizations become more diverse. A global environment is sure to bring different views on what is acceptable. Skill development should include decision-making and communication techniques that give people the capacity to put their good intentions into practice.
- Create accountability and rewards. People must see that acting with integrity means something. Deal quickly with those who violate the organization's standards. Fear of consequences can create an environment where individuals work to avoid getting caught. Make honoring commitments and the ability to build trust among diverse groups criteria for promotion. Recognize and reward those who demonstrate their integrity in a difficult situation, even when the result is not as you would have hoped. Behavior that is recognized is repeated.
Widespread recognition of the inconsistencies is a good thing. It means that there are people still actively engaged in making us think about the how's and why's of our actions and not just the actions themselves. The tension that is created provides a catalyst for growth. And, as long as there is growth, there is hope that our common belief in value of integrity can be taken to new levels of action.
© 2002 by Pennington Performance Group; Dallas, TX. All rights reserved.
This article may be downloaded for personal and professional development.
Copies may be shared within an individual organization. All other uses
of this material are strictly prohibited without written permission from
the author.
Randy Pennington is President of Pennington Performance Group, a consulting
firm that helps organizations achieve the results they want without sacrificing
the relationships they need. For additional information or comments:
contact via telephone at 972/980-9857; e-mail at randy@penningtongroup.com;
or on the World Wide Web at http://www.penningtongroup.com.
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