What It Takes to Have Integrity as a Leader

by Randy G. Pennington

Integrity appears at or near the top of every list of desirable leadership traits. We claim it as the mantle of the leaders with whom we agree and decry its absence in those with whom we disagree.

When asked, leaders at every level in every profession echo the statement Rex Tillerson, CEO of ExxonMobil Corporation told me: “You can be brilliant in your profession, but if you don’t have honor and integrity, there won’t be a place for you. If you ever compromise those, you’ll never be successful.”

You would think a behavior and characteristic so widely accepted as important could be universally defined.

So go ahead—take a stab at it. Integrity is . . .

It is more difficult to define integrity than you thought, isn’t it? And that is the challenge: How can you lead with integrity if you can’t clearly define it?

For many people, integrity is synonymous with ethics. That’s a critical piece of it, but there is more to it than that. A computer program has integrity when it does what it is designed to do without errors. A computer disk has integrity when it is free of defects and is operating properly. A building has integrity when its construction meets all the required standards. Art has integrity when it is pure and consistent with the artist’s vision.

Legendary singer and songwriter Willie Nelson was asked if his life philosophy had changed at the age of 75. Willie responded, “No. When I go back and listen to those early songs I’ve written and listen to the ones I’ve written yesterday, I still have basically the same beliefs that everything is good.” That, too, is integrity.

Integrity Defined

Webster’s New World Dictionary defines integrity as, “the quality or state of being complete; wholeness; the quality or state of being unimpaired; and being of sound moral principle.”

Still a little unclear? Perhaps breaking down Webster’s definition in practical terms will help. Seven themes emerge when the dictionary definition of integrity is applied to how we lead. Think of them as the Seven Cs of Integrity-Driven® Leadership:

1. Clarity: Individuals who act with integrity are clear on their values, beliefs, and priorities. Like a fine gemstone, light shined on this person is not scattered or diffused by impurities and inconsistencies. Clarity of purpose and principles are evident in every action, decision, and communication.
2. Constancy: Faithfulness, fidelity, stability, steadfast, and unwavering—these are the words that define the person who possesses constancy. She is unwavering in her dedication. He is steadfast in his beliefs. They are faithful to the commitments and promises they make. There is a fine line between constancy and rigidity. Constancy—and by connection integrity—do not shackle you to a set of beliefs forever. It requires thoughtful examination to determine the truth.
3. Consistency: Closely tied to constancy, consistency transforms beliefs into action. The constancy of our beliefs is demonstrated through the consistency of our actions. Consistency promotes trust and provides a sense of stability to others.
4. Congruency: Congruency in geometry means that two objects are roughly the same shape and size. Applied to people, it means there is consistency between what we feel on the inside and what we do on the outside. Congruency takes the concept of consistency to a deeper level. You can be consistent without being congruent. But, you cannot be congruent without being consistent.
5. Commitment: Commitment requires two things: a promise and an involvement. The person of integrity commits or pledges to act in a specific manner. A commitment is articulated in the Scout Oath through two words: I will. The promise obligates involvement. The pledge to do your duty is merely a statement of intention without the active engagement and action. As the pig said to the chicken at the suggestion that they treat their caretaker farmer to a breakfast of ham and eggs, “This requires your participation. I, on the other hand, am making a commitment.”
6. Courage: Courage is the willingness to face or deal with anything that is dangerous, difficult, or painful rather than avoiding it by making another choice. From a physical sense, it is an example of the fight/flight decision. Do you confront the thing you fear or do you flee for safety? The implication holds true from a moral perspective. The person of integrity faces and makes the difficult choice even when the outcome could be painful or unpopular.
7. Concern: Concern when used as a verb means to show interest or regard for a person or thing. Its opposite is indifference. The concern we speak of here is what Webster defined as a “sound moral principle.”  It is the ethical part of the definition of integrity. The person of integrity is concerned with understanding and doing what’s right.  Concern also requires consideration of others’ interests rather than a sole devotion to our own.

That’s Interesting—So What?

It takes about 460 words to explain the definition of a word we all believe that we know and understand. And, that’s the point—we don’t all share the same definition of a word that is universally considered an important trait for all leaders to have. You might believe that integrity is consistency. I might see it as congruency or courage. We would both be right, and neither of us would be any closer to a common understanding of what it takes to lead with integrity.

So here is my definition of integrity: Completeness, honesty, and transparency in thought, communication, and action.

Integrity as a leader means being accountable and responsible not just to yourself, but to also consider the implications of actions and decisions on others—ethically, morally, and physically. It means being clear, constant, and consistent in the beliefs and values for which you stand. Integrity means that there is congruency between internal beliefs and external actions. And it means that you have the courage to do what’s right even when it is not convenient or no one else is looking.

“I know it when I see it.”

Supreme Court Justice Potter Stewart used those words to define when pornography crosses the line to obscenity in 1964. Since then, they have become the phrase of choice when describing a subjective fact, event, or characteristic.

So what does that have to do with integrity and leadership?

Like Justice Stewart, we know integrity in our leaders when we see it. Tillerson is correct, you can’t be a trusted, credible leader without integrity—no matter how brilliant you are. There is only one remaining question: Do others see complete integrity in us?

Randy Pennington is author of Results Rule! Build a Culture that Blows the Competition Away and On My Honor, I Will: The Journey to Integrity-Driven® Leadership, from which this article is adapted. Randy helps leaders build cultures committed to results, relationships, and accountability. For additional information or to schedule Randy for your organization: contact Michele Lucia at 972.899.3411 or Michele@adlassociates.com.

Learn more about "On My Honor, I Will" at www.onmyhonorbook.net.

©2009 by Pennington Performance Group; Addison, 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.

[ back to the articles page | top ]