Integrity is a Leadership Imperative

Integrity is a core value – there are just a few.

Integrity is a value that I believe should be tested, assessed, assured and continually checked out before someone is appointed to a role of leader. Tough one? Maybe, but I suspect there is a huge majority of us who are sorely disappointed by the lack of integrity displayed and demonstrated by people who are either voted into leadership positions or are appointed as part of a business or organisation. Many appear to have missed ?the invite to that training course!

Integrity at its core:

1.??? Builds TRUST - Assuring us that leadership and leaders can be trusted, because they trust themselves to do the right thing

2.??? Confirms HONESTY – Assuring us that these leaders self-reflect and align with the core ideology of their organisation and society.

3.??? Engenders RESPECT – Assuring us that they have our interests at heart and not just their own self-serving agenda

4.??? Delivers TRUTH – Assuring us that they hold themselves to account, take responsibility, and do things right as well as do the right thing.?

If you are a leader, challenged (or not) by the core value of INTEGRITY, take time to reflect on the model below, and for every decision you make, use it rigorously. I came across the thinking behind this when researching – what is integrity, what are the characteristics and supporting values? Can it be modelled and therefore developed? I like how this interpretation, built from findings and a deep dive into the findings of Denis Waitley (The Seeds of Greatness, Chapter 4) and others, offered me the opportunity to build it into a coaching model that leaders and OD experts can use.

OK, so premise: There are no grey areas, you either have integrity or you don’t. The good news is, from today, you can begin to develop it, role-model it, and expect it in others. Here’s how using the model:

1.??? ‘Is this really true?’, is underpinned by the values of Truth and Trust. By asking ‘is this really TRUE?’ and ‘Do I TRUST the evidence and information before me?’, Number 1 offers you a ‘go-no-go’ space to reflect on your decision of right or wrong.

2.??? ‘Is this what I believe I should do?’, is underpinned by Trust and Honesty, and predominantly this is about self-trust. ‘Can I TRUST myself to do the right thing here?’ and, ‘Am I being HONEST in this scenario?’ – honesty is binary, you either are or you are not. This is a critical question to answer. I remember an MP answering questions about an expenses scandal saying “I have been as honest as I can be.” Balderdash! You are either honest, or you are not.

3.??? ‘Is what I say consistent with what I do?’ is underpinned by Honesty and Respect. In other words, is there a gap between what I say, and what I do? For example, a leader who extols the importance of worklife balance, and is in the office all day and night, and demands presenteeism from others, does not earn respect nor belief in their honesty. This can also apply to intra-personal scenarios and is called the knowing-doing gap.

4.??? ‘What is the impact of this decision going to be on others involved?’ is underpinned by Respect and Truth. This is a leader’s ability to be exceptional at impact and consequence thinking (a skill so under-developed in most!). If I accept all these free gifts, holidays, extra expenses, bonuses for failing, what will that do to the respect of all stakeholders (people, customers, communities etc.), and what courage will I need to admit the truth, show my vulnerability, and seek forgiveness through doing the right thing?

We all experience moments when our integrity is challenged, but accepting the privileged role of Leadership should also come with it a ‘pre-nuptial’ commitment to integrity at all costs. By the time someone is appointed leader, they should not only have done the personal development on integrity but can prove they are operating at expert level. Sadly, I can see that many are not even beginners on the ‘Introduction to Integrity’ course. Integrity is the way that you lead, not an extra thing to do.

To all Leaders, and my OD, L&D, & HR colleagues, surely it is time that talent and succession planning, leadership development, coaching and mentoring all collaborate to assess, develop, test, and performance manage integrity of anyone wishing to be, or already a leader?

I remember two employers that I worked for testing and developing integrity. The first involved my signing of the ‘Official Secrets Act’ and during my employment I was tested on a few occasions by a stranger who asked me if I could find out some confidential information for them. Each time I did the right thing and reported the interaction immediately, confirming my trustworthiness, respect for the organisation and ability to be truthful and honest. The second was when I worked for HP, Bill and Dave the Founders expected “uncompromising integrity” in everything that every employee did. There were no grey areas, you demonstrated integrity or you went elsewhere – no gifts (like clothes, holidays and champagne), no bribing of customers (with gifts, holidays, and champagne), no knocking the competition for personal gain, no disrespect of any colleague or team, no blame… I could go on; you get the picture. Uncompromising Integrity.

It is not a choice for great leaders – Integrity is the way they run their organisation, not an optional thing to do.

I'd love to speak to you about how I develop integrity in leadership.

Lynne Copp

Founder & Managing Director

Executive Coach, OD Expert

Allowing the credible & incredible to flourish in people and organisations