Integrity … a given?

by | May 21, 2024 | Diversity of Thought, Leadership Matters

Photo by Nick Fewings on Unsplash

“Integrity is doing the decent thing, even when no-one is watching” (CS Lewis)

Integrity: the quality of being honest and having strong moral principles  (Oxford online references)

Both of these definitions give us a clear picture that integrity is something to be prized.  It is a positive, something that is good and seen to be good.

What these definitions miss, however, is the frequency with which this key leadership value is overlooked, discounted, assumed.  Too many people think integrity is a given.

As a matter of fact, I was coaching a client today and this arose.  We were carrying out a piece of reflective practice, where the client was encouraged to reflect on their leadership behaviours and to identify what was innate and what they considered “Leadership” (capital L).

Everything the client was saying indicated that integrity was at the core of their value system.  And yet they happily listed “Delivery”, “Reliability” and “Honesty” as desirable traits they felt they showed.  Interestingly, when I wondered aloud whether “Integrity” might feature, they said, “Oh Integrity is a given!”

 

Why is Integrity a given?

Integrity is something that is seen by many leaders as a basic necessity, a key leadership skill that means you can’t get past GO and collect the proverbial £200 without it (a Monopoly board game reference, in case you’re unaware).

This makes me glad and sad in equal measure.

Why?  Well, put simply, I wish more leaders understood that Integrity is actually a damned sight less common than they think!

Many people are in senior positions and assume (or have conferred upon them) the title of “Leader”.  However, those people may not actually inspire, engage and influence positively; these are key leadership behaviours that don’t come naturally to everyone.  Just because someone wears the trappings of high office, doesn’t mean they lead effectively.  And to be clear, I define “effectively” as ethically, behaving in a responsible manner for people, planet and profit where that can be kept in balance with the first two.

Ethical leaders will behave professionally, supporting their peers and challenging their opponents with courtesy, reason and facts.  This responsible leadership approach is actually an extension of their wider personal behaviour set.  They don’t just get up and put on their ethical pants.  That’s not how ethical leadership works.

And it is the very fact that they eat, sleep and breathe behaving positively which makes them discount Integrity.  For them, it is indeed a given.  Integrity is seen as “the way we do things”.  It is an assumed behavioural state.

This is dangerous.  Assumptions are ALWAYS dangerous.  It is a wise leader, who remembers that everyone is different and, therefore, that the odd display of tactful Integrity can be helpful in making one’s position clear.  In doing so, this normally flushes out those wannabe Leaders in the vicinity, whose grasp on Integrity which is rather more insecure.

 

Ask yourself the question.

To tell which side you’re on, ask yourself the question, “How do I demonstrate Integrity?”

If your answers provide evidence of putting others first, advancing the cause of others and using your own position of influence to help resolve issues for others, you have probably nailed it.

If, however, your answers include such things as popularity, prestige and not taking the last biscuit in the office kitchen, you’ve probably a way to go!

OK, so this may be a rather facile way to determine your attitude toward integrity, which feels at odds with the very concept.  That’s intentional.

The point is to ask yourself to consider Integrity in the context of how you lead.  Actually think about it.  Be intentional about thinking about the role that Integrity plays in your life.  And you, like my lovely client today, may enjoy the realisation that your leadership displays Integrity in abundance.  You just hadn’t noticed it.  It was just a given.

 

If you would like to explore this topic further, please get in touch.  We can have a no-obligation conversation about ethical leadership and see what you’re including in your leadership assumptions.  You never know what you might learn!