Integrity-Driven Leadership: It's A Matter of Trust

by Randy G. Pennington

"We don't trust them!" This phrase has become synonymous with the majority view of our leaders. James Patterson and Peter Kim writing in The Second American Revolution (Morrow, 1994) cited a dearth of leaders and "an erosion of trust in the nation's governing institutions" as the most profoundly expressed concern among the participants in their study. The President of the United States finished thirty-fifth in a ranking of 72 professions on the basis of honesty and integrity. Congressmen ranked number 66, and local politicians finished sixty-seventh (narrowly edging out street peddlers, prostitutes and TV evangelists). The perception that senior managers don't trust employees; employees don't trust senior managers; and middle managers don't trust anyone is rampant.

The message is simple a lack of trust is the number one leadership problem facing our country today. The inability to address this issue prevents our organizations, institutions and communities from successfully addressing the challenges of the present and future.

Why Trust Has Diminished

Distrust of leaders has reached current levels thanks to a variety of incidents that began with the Watergate scandal and continue to the present allegations regarding the integrity of leaders from both political parties. In addition we have been treated to enormous increases in executive compensation in the midst of large lay-off's; celebrities and sports heroes seemingly rewarded for illegal and unethical activities; and abuse of privilege stories from a variety of both corporate and public institutions. Untrustworthy leaders have always existed. However, the apparent rewarding of questionable behavior while those of unquestioned integrity fail to win the prize has created distrust in places and proportions not previously experienced. The rise in cynicism is underscored by the following statistics:

74% of respondents to one survey said they would steal from someone who would not miss it
76% of those honored as Who's Who In American High School Students in 1996 admitted to cheating at some point in their academic studies
85% of respondents to a survey stated that honest, upright and ethical management is very important while only 40% said that it was very true in their organization

Leaders who fail to do what they say they will do, even in the most minor areas, reinforce the belief that no one can be trusted.

Americans are historically suspicious of their leaders. The roots of this cynicism are grounded in the principle that all men are created equal. The factors that make democracy work also create the environment for healthy skepticism. Additionally, the media has made questioning the decisions and motives of our leaders a national past time. A slow news day can mean that an otherwise minor issue becomes a front page event. Increased access to information creates even more opportunities for people to examine the actions and motives of their leaders.

A final factor contributing to diminished trust is increasing demands. Each of us is being asked to do more and more with less and less. With the realization that making ends meet is more difficult comes the fear that others are somehow responsible for putting us in this situation. A rapidly changing environment dictates that everyone must accept additional responsibility for success, but the common response is to distrust the leader who advocates change.

Integrity-driven leaders are different

Leaders who maintain the long-term trust of others share several common characteristics. All effective leaders focus on results. Integrity-driven leaders expand that focus to include relationships. They understand that earning the trust of others requires more than a single-minded devotion to the bottom line. Integrity-driven leaders value the credibility earned through character, competence and a genuine desire to serve others. Their commitment to achieving results without sacrificing relationships generates confidence and reinforces a power base that is built on trust rather than fear or utility.

Five C's for maintaining trust

Earning and maintaining the trust of others requires leaders to excel in the following five areas:

Character: Any discussion of trust begins here. Character defines an individual's approach for dealing with themselves and others. It is the demonstration of the principles adopted for basic living. For leaders, personal character can be the difference between achieving long-term commitment or settling for mere compliance from others. Leaders who embody basic principles such as honesty, trustworthiness, loyalty, justice, patience and duty find that their new programs and initiatives are accepted as honest attempts to move the organization forward. The nagging question of motive lingers in situations where the leader's character is in question. Outstanding interpersonal and organizational skills may suffice for a while; however, time eventually wounds all heels.
Competence: The popular comic strip "Dilbert" has made the concept of "leader without a clue" an accepted fact in today's organizations. Leaders concerned with maintaining long-term trust actively accept their responsibility to be aware of changes and their effect on the organization's ability to deliver on its promises. Integrity-driven leaders realize that individuals must have the necessary knowledge and ability prior to being held accountable for performance. They recognize their individual strengths and weaknesses; surround themselves with the best talent available; and commit to continuous growth in all areas of the individual performance. Leaders who inspire the trust and confidence of others strive to solve one hundred problems one time rather than solving on problem one hundred times.
Communication: Effective communication is an essential leadership skill. Unfortunately, too much emphasis has been placed on the importance of the spoken and written word. Many contributed President Ronald Reagan's label as "The Great Communicator" to his performance in front of the camera. Outstanding presentation skills certainly contributed to his reputation, but Reagan's effectiveness was in large part due to his ability to show the majority of Americans that he understood their situation. We tend to trust those who appreciate our goals, struggles, joys and environment. We respond to encouragement with renewed commitment. A bond is created with the leader who recognizes our interdependence and shows an interest in us as complete individuals.
Consistency: Followers rely on consistency to determine their course of action in given situations. Confidence that the leader's response will be in line with past experience frees them to devote energy to the problem at hand and not worry about protecting themselves from an unpredictable response. Likewise, trust is diminished when the leader's behavior is confusing or indecisive. Nowhere is this more evident than the tendency to abandon a strategic initiative at the firs sign of trouble. It is easy to support the latest organizational program or values statement when everything is working well. The true test of a leader's consistency is the performance under less than perfect conditions.
Courage: Earning and maintaining the trust of a variety of stakeholders in an increasingly competitive and demanding world requires courage. Integrity-driven leaders know that delivering on their promises takes the courage to demand the very best from themselves and their organizations. Their vision is aggressive and the challenges of change are confronted head-on. True courage requires commitment and the willingness to accept personal risk. It fosters admiration and sets in motion a series of events that influence success.

Three Action Steps

Integrity-driven leadership is the art of influencing the actions and outcomes of others in a way that builds trust and achieves results. It is a continuous journey to improve in the areas of character, competence, communication, consistency and courage. The following three action steps will help you move along the path:

Focus on who and what you are. List the principles that you would like others to use when describing your character. Spend time in regular self-evaluation to determine areas that need improvement. Learn something every day that will increase your competence. Arie de Geus, retired manager of planning for Royal Dutch/Shell said, "The ability to learn faster than competitors may be the only sustainable competitive advantage."
Communicate first to understand then to be understood. Listen to team members and stakeholders. See the world through their eyes. Find out what motivates them. Walk or work in their shoes for a day, and see what really bugs them. Receptivity to the message and motive increases when understanding exists.
Help others succeed. Nothing increases trust like creating interdependent partnerships where everyone wins. Increase consistency by creating alignment between strategies, structures and systems. Provide the necessary knowledge and skills. Use honest mistakes as an opportunity to learn, and expect success.

Max DePree, former CEO of Herman Miller Corporation, says in his book Leadership Is An Art, "The signs of outstanding leadership appear primarily among the followers." Significant progress toward that goal can be measured by the absence of the words "We don't trust them."

© 1997 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.

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