By Rolf Crocker
Reprint from 8/05

There has been much written in recent years about integrity, mainly about it’s lack.  Surveys show that we, as a nation, operate on ethics that are ‘situational’, with different applications dependant upon the circumstances presented.  As a result, we have become skeptical, untrusting, and cynical when it comes to those in authority.  Admit it, you know it’s true!  The days of ‘your word being your bond’ seems to be over, replaced by written contracts containing large hammers and levers to enforce the terms and an expectation of ‘when’, rather than ‘if’ we will need to use them.  The ability to rationalize (spelled rational-lies) has robbed us of our faith and trust in leaders, and therefore, our ability to lead.  We have violated what John Maxwell calls “The Law of Solid Ground”, which contains the following truth – that trust is the foundation of leadership.  Leaders can be forgiven of errors in judgment, but mistakes concerning the trust of others are rarely recoverable, and are usually fatal.

There are many definitions of integrity.  The dictionary defines it as, “the quality or condition of being whole or undivided; completeness.”  Walking the talk, doing the right thing when no one else is looking, “your word is your bond” are other definitions.  To me, integrity is when what you say and what you do come into alignment.   It provides the ethical and moral framework within which the rest of your life (and therefore your business) will operate.  It is the BIOS, the Built In Operating System through which all of your decisions will be processed.  It will preserve the purity (or demonstrate the impurity) of motives, thoughts and intent.  Everything in your personal and professional life will rise and/or fall on this principle.  General H. Norman Schwartzkopf said, “Leadership is a potent combination of strategy and character.  But if you must be without one, be without strategy.”

In continuing to shamelessly usurp material from John Maxwell’s book “Developing the Leader Within You”, Maxwell offers some reasons why integrity is so important:

1.   Integrity builds trust.  The second level of leadership, beyond positional leadership (leadership based on a title or position) is predicated on trust.  People have to ‘choose’ to follow someone beyond what the position of a leader dictates.  People will not follow someone they do not trust.

2.   Integrity has high influence value.  Will Rogers said, “People’s minds are changed through observation and not argument.”  When you walk the talk, the influence it creates over those you lead is immeasurable and invaluable.

3.   Integrity facilitates high standards.  One of the characters in George Orwell’s allegory on Communism “Animal Farm”, makes the statement, “All of us are equal, but some are more equal than others.”  There is a tendency for those who rise up in leadership to think that, because of their rise, they can do less.  Nothing could be further from the truth.  Leaders must live by higher standards than their followers.  In fact, true leaders recognize that as they rise, their responsibilities increase and their ‘rights’ decrease.  As you begin to operate as a ‘servant-leader’ to those under you, you raise the bar of high standards dramatically.

4.   Integrity results in a solid reputation, not just an image.  Image is what people think we are.  Integrity is what we really are.  Maxwell offers this mini-test to see if our focus is on our image or on our integrity:

a. Consistency: Are you the same person no matter who you are with?  Yes or no.
b. Choices: Do you make decisions that are best for others when another choice would benefit you?  Yes or no.
c. Credit: Are you quick to recognize others for their efforts and contributions to your success?  Yes or no.
d. Image promises much but produces little. 
e. Integrity never disappoints.

5.   Integrity means living it myself before leading others.    In Maxwell’s book “The 21 Irrefutable Laws of Leadership”, he talks about “The Law of the Lid”, which is “Leadership ability determines a person’s level of effectiveness.”  In short, you can’t take people where you’ve never been.  If you try, your leadership rings hollow.

If you have not yet acquired any of the above-referenced tomes, I strongly suggest you do so.  Buy the book, buy a highlighter, and have a pen handy to make copious notes in the margins.  Although what I write is good (so I’ve been told…), it is still, pardon the phrase, regurgitated.  There’s nothing like getting your own ‘meat’, and getting further insights into all of these topics we’ve been discussing.  Happy Hunting