Volume 145, August 2015: Integrity

Keyzine: An E-zine for Leaders about the People Side of Business

This is a monthly electronic magazine for anyone who wants to be a better leader, coach, facilitator, or simply, to tune up their people skills. It is a complimentary publication, devoted to the next evolution of Quality Thinking.

Publisher: © Key Associates, 2015 ISSN # 1545-8873

“To break an oral agreement that is not legally binding is morally wrong.” – The Talmud

Your personal integrity speaks volumes. Leaders are held to a high standard when it comes to personal integrity. To gauge integrity, followers continuously read consistency of word and deed, with the actions speaking louder than the words. They also pay attention to the keeping of promises.

Marry the congruence of word and deed. If you make an agreement, keep it; if you cannot, prevent the loss of integrity by reworking the agreement. Do what you say you will do.

Tony Simons wrote an enlightening book called The Integrity Dividend (2008). His  solid research reveals that businesses led by managers of higher integrity enjoy deeper employee commitment, lower turnover, superior customer service, and substantially higher profitability. This improved performance is what he calls the integrity dividend. Also read Henry Cloud’s Integrity: The Courage to Meet the Demands of Reality (2009). He elucidates six essential qualities and character traits that lead to success in the business world. He describes the kind of character that:

  1. Creates and maintains trust.
  2. Is able to see and face reality.
  3. Works in a way that brings results.
  4. Embraces negative realities and solves them.
  5. Causes growth and increase.
  6. Achieves transcendence and meaning in life.

Integrity is intimately bound to other topics in this book, notably: Accountability, Authenticity, Communication, Credibility (coming soon!), Trust and Values In Action (coming soon!).

Practice Point

Find a situation where expectations have not been met. Try to articulate your understanding of the underlying contract or agreement. Check it out with the other(s). Clarify what they understood was the agreement. Together, re-craft an agreement that will work for all of you.


 

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