Leadership 2019 - integrity

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Integrity-Based Work Cultures

During the discussion of role models in seminars, we often hear examples of bad role models. It is not uncommon for officers to cite a lack of integrity as a character trait they have witnessed. We hear about supervisors who were rule breakers and rule benders, supervisors who believed in "Do as I say, not as I do", and even supervisors who violated criminal law. When we ask officers about good role model examples, the word "integrity" is also often used to describe a prominent character trait in good supervisors.

A lack of integrity in a supervisor can and has destroyed employee trust, commitment, morale and motivation in many organizations. But it is almost troublesome to hear people say their supervisor was a good role model just because he had integrity. Integrity is the price of admission. It is something we should have an abundance of even before we get promoted. Once becoming a supervisor, in addition to our own integrity - we should be helping to develop a work culture where integrity becomes an essential part of everyday life for everyone we supervise. Individual supervisors can be instrumental in helping to build and integrity-based workplace culture.

I like rules as much as the next person. Written rules are easy to understand and enforce. But if we focus our leadership efforts on fear or consequences, we will seldom get the performance and never build the trust we desire in our employees. An integrity-based work culture will always produce better results than a compliance-based work culture. Here are a few suggestions to help develop your integrity-based work culture.
Rules. Rules are important but they are just a starting point. They should be more of a road map than an obstacle course. Don't weaponize your rules and regulations to instill fear. We want employees to do what's right because it is right, not because they are afraid of consequences.
Your expectations. When it comes to building a culture based on integrity, your expectations (in addition to rather than in place of formal rules) are critical. Don't assume employees automatically know where you stand on ethical issues.
Reinforcement. Your expectations (especially with regards to expected ethical behavior) need to be conveyed regularly to your employees. Look for opportunities to reinforce your message (i.e. meetings, performance evaluations, and other informal and formal feedback sessions).
The "Do What's Right Rule". Written regulations cannot cover every situation and you will not always be there to supervise or answer questions. Reinforce a mindset of "always do what's right." Then support your subordinates when they do what is right - even if not covered by policy.
Common sense. Common sense is not always common. Sometimes common sense for a particular situation may not fit neatly within a rule made long ago. Employees should understand that you support common sense and the "Do What's Right Rule especially when those two principles are used together.
Results. Talk to employees about the results you want - especially with regards to ethics. What is right is always right. Focus on the positive rather than emphasizing the consequences for failing.

TIP: Building an integrity based culture is simple but it requires commitment from supervisors. Communicate with subordinates in a way that leaves no doubt about your expectations when it comes to integrity at every level and at all times.

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Cisnero & Frades this does not apply to you.