Opening the Integrity Conversation
I am excited to launch this website and to dedicate it to raising the integrity level on the planet. To learning more about how integrity works and why it is so darn difficult. To figuring out more great tips for managing so as to capture the integrity dividend. And to getting more and more people to talk and think about it.
Because integrity is really difficult. And really consequential. It is a challenge that is worthy of us all. And we have not collectively spent enough time figuring it out. Not even close.
My hope is to create a community that brings together managers and scholars, so that we can pool our collective wisdom, and offer support and challenge to each other around integrity. In concrete terms, I hope that this community will assist managers in leading and/or selling with greater integrity, and will assist scholars in exploring this wondrous and relatively unexamined aspect of doing business.
I hope that the articles I post here will stimulate conversations. I hope that the forum will present a way for any interested reader to post questions, stories, or observations and so advance the conversation further. And for everyone to feel at liberty to help me build a powerful resource.
I imagine managers supporting managers, scholars supporting scholars, and each professional group supporting the other by offering insight and experiences and by making sure that our ideas are both practical and logically consistent.
I intend for this website to make a difference.
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The Firewalk of Integrity
I have just completed my firewalk instructor certification course with the Firewalk Institute of Research and Education (F.I.R.E., get it?). It was a mind-boggling experience is no many ways. I learned some WONDERFUL new training tools for empowerment — and, as side benefits, I felt massively empowered myself by doing all these exercises. Oh, and I also joined a new family that welcomed my integrity work and totally got how integrity is a firewalk. Wow, could I possibly have hoped for more?
I first did a firewalk three or so years ago, as the first evening of a three-day goal-setting retreat. What a thing! First the firewalk convinces you that you can do anything, and then you spend a few days setting up a BHAG (”big hairy audacious goal”– a Jim Collins expression) that you can live your life into. That was when I decided to become a thought leader by 2014. Anyway, the firewalk was outrageously empowering and deep, had that effect on everyone present, and nobody at all got hurt! So, now I am trained and certified to share that experience with others.
I see myself offering simple firewalks — stripped down, they pack a whole lot of personal transformation into a single evening. I also see myself doing integrity dividend firewalks, both as one-evening events and also as part of longer integrity dividend programs.
How, you might ask, is integrity a firewalk? Let’s start with the fact that integrity is sometimes terrifying. It can mean confronting the messes you have created, telling people things they do not want to hear, admitting vulnerabilities, changing comfortable habits, holding yourself accountable, holding others accountable, others holding you accountable… A lot of scary stuff. Fear is by no means the only thing that keeps people back from integrity — there is also greed and sloth and a few other of the deadly sins. (Come to think of it, why isn’t fear one of the deadly sins? Perhaps it should be. It has certainly caused people to do some horrible things.) Anyhow, fear is something that holds many people back from going for fuller integrity. So now, with use of the firewalk and some other exercises, I help people conquer their fear.
I am thrilled to be able to offer that gift to people.
Be the Guy
My friend and colleague Kevin Basik has been involved in leadership training for Air Force at the Air Force Academy, The Citadel, and nationally for Air Force ROTC. When he teaches, he tells the following wonderful story.
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I was a young lieutenant in the Air Force in San Antonio, playing a rare round of golf with my father in law, when we got paired up with another two-some. The other gentlemen were Ed, a successful computer consultant from the San Antonio area with a thick Boston accent, and his friend, “Snake” (honestly), a Marine Corps officer, visiting from out of town.
During the round, my father-in-law and I learned to truly like and appreciate both Snake and Ed, and could see why they had been successful in their respective careers. We occasionally swapped seats in our carts and chatted with Ed and Snake. Over the course of the 4-hour round, we learned that Ed had also been in the Air Force – originally enlisted, got out, earned his bachelor’s degree, and then served 4 years as an officer. I could tell that Ed appreciated this Air Force bond we had, and he really took me under his wing during our round. With 18 holes complete, both Snake and my father-in-law had to leave, but Ed and I stuck around for a beer or two in the clubhouse. Thinking that I would be getting out of the Air Force in a couple years, I was interested in getting mentored by a very successful executive – and one I could relate to personally.
After the first beer, I turned to Ed and said, “OK, you’ve walked the path I’m on, got out, and have obviously been very successful in the transition. I’m not looking to brown-nose or back-stab to get ahead, but I figure you can help me set myself apart in my career, whatever it is. Give me a nugget…what is it that you did that set you apart from the others who didn’t rise to your level?”
At first he sounded like he was answering a different question. “When I first made $20,000 in a year, I thought, ‘Man, I’ve made it. I’m single, have no real expenses, and have money to burn. This is easy!’ The first time I made $75,000 in a year, I thought, ‘I am really on my game. I’m a hard-working professional, but this is pretty easy.’ The first time I made $200,000 in a year, I got scared. I thought, ‘What the hell is going on? I’m sure not the smartest guy in the room, and there are others who are struggling a lot more to get less in the same business.’”
One of the endearing things about Ed is that he doesn’t come off as one of the smartest guys in the room. He might very well not be. But here he is, nonetheless. Successful and flawed. So I could appreciate his insight. Then he offered up what I thought was going to be the jewel of knowledge…
“It was then that I started paying attention to what I was doing that other people weren’t. And once I noticed it, I couldn’t believe how often examples of it popped up over and over. Kid, do you want to set yourself apart as a leader? You want to be the trusted guy that people want to go to for all the right reasons? Here it is…”
I waited for pearls to dribble off his tongue.
“Be the guy who actually DOES what you SAY you’re going to do.”
Wait, what? That’s it?!
He repeated more slowly. “That’s it. Be the guy who actually does… what you say you’re going to do. You think it’s simple, but it’s not. You think you do it already, but you don’t. Start paying attention to it, and you will realize
(1) how seldom people do what they say – simple promises, appointments, deadlines, and a hell of a lot more important stuff too – and
(2) how comfortable we’ve gotten about not doing it. We don’t expect it.”
“And here’s the answer to your question…when you pay attention to it, it will start bothering you when you’re not doing what you say. You won’t get it right 100% of the time, but it better be like a splinter in your brain when you don’t deliver. And guess what happens? When you DO start to become ‘that guy’ – the one who actually does what he says – it’s so unusual that people can’t help but notice. THAT’s how someone becomes the go-to guy! Not because he’s a suck-up, but because you know what he stands for. That’s why bosses and customers and spouses appreciate you and stick by your side — Ed had been happily married for over 20 years. The curse of this ‘nugget’ is that you will now be more irritated when other people are so comfortable NOT doing what they say. Pay attention to this rule, set this as a personal goal, and even the dumb guy in the room can become the leader.”
Why Codes of Conduct are Horrible… And Necessary
The last thing a busy, effective, results-driven executive wants is a new book of rules, to be strictly followed and enforced. Especially if that book of rules is long and detailed. Who has time to read it, much less consult it? And that goes double if that book of rules forbids practices that seem like the only way to get things done in the countries where you operate. Bribes. Gifts. Finders fees. Playing by immaculate rules is well and good for the home office, where local laws make for a relatively even playing field. But forbidding practices that are widespread in places where you do business means tying your hands… and perhaps not being as effective as you could be. Not getting quite as many contracts. Not making your numbers. Not excelling. Is it any wonder that most codes of conduct are met with fear and foot-dragging? “Please do not ask me to do a very hard job with my hands tied.” You cannot blame managers who want to remain as effective as they can be.
Dilbert Highlights a Classic
Do I really need to add anything to this?
Apologies: What is Enough? President Obama’s Reaction to Professor Gates’ Arrest
by Amy Newman, Cornell University
Obama, Gates and Crowley after their "beer conference"
When Harvard professor Henry Louis Gates, Jr., was arrested at his Cambridge home on July 20, 2009, President Obama was fairly quick to weigh in. The president said “the Cambridge police acted stupidly,” while acknowledging, “I don’t know, not having been there and not having seen all the facts…”
Probably after gathering more information, President Obama said (with Palinesque grammar), “The extent that my choice of words didn’t illuminate but rather contributed to more media frenzy, I think that was unfortunate.” He also said, “…in my choice of words, I think, I unfortunately gave an impression that I was maligning the Cambridge Police Department or Sgt. Crowley specifically, and I could’ve calibrated those words differently.”
Although his words may not quite measure up to Tony Simons’ three steps to apologizing and recovering described in The Integrity Dividend, let’s consider how Obama did demonstrate this important element of personal discipline-and whether it was “enough.”
1. Acknowledge that you made a promise and failed to deliver.
Listening to Obama’s news conference, we get the feeling that he is trying to avoid those magic words, “I apologize” or “I’m sorry.” Still, he followed some of the principles Tony Simons describes: He didn’t scapegoat others (”My assistant didn’t tell me everything”), and he didn’t fall onto a sword of shame (”I always try to do the right thing, but poor me…”).
Did he, however, make excuses? The day after his admonition, he repeated, “As I said last night, I don’t know all the details…” Well, it’s not as bad as, “Hey, at least I responded quickly!”
President Obama did express regret, in a sense, but was this enough? Perhaps only Sgt. Crowley and the Cambridge Police Department get to decide.
2. Renegotiate proactively…
By inserting himself into the situation (much to the dismay of his critics), the president may have unwittingly made a promise to the American people. He took a stand he later regretted, implying -to some of us-that he would continue an active role, working as a more objective problem-solver (rather than blamer). In a way, he did renegotiate his approach and at least continued the dialogue.
3. Fix any harm done by the initial breach, and work hard to keep it from recurring.
As our often irreverent (that is, hip) president, Obama invited Gates and Crowley to the White House for beer. Of course, this was a strategic PR move, but few would doubt Obama’s sincerity in trying to increase understanding in the situation and-perhaps more boldly-make a small dent in strained race relations in the U.S.
Judging by the press coverage of the gathering, Obama’s attempt to fix the problem was nothing if not public. One prominent image showed Crowley helping Gates, walking with his cane, down the White House steps.
Did this photo dispel Obama’s calling Crowley’s actions stupid, and therefore restore the Sergeant’s credibility? For that answer, we would need to ask the American people.
An Infuriating Insight
I was recently able to join one of my role models and senior advisors, Jim Kouzes, as a participant in his teleseminar about leading through tough times. It is a very relevant topic nowadays, and one I have been considering as the theme for my next book.
There was an opportunity to email questions in advance, so I availed myself. I sent Jim the hairiest, most difficult question that was on my mind that day. It is the kind of student I have always been. Jim knew immediately when the question was read who had sent it: Who else would ask so obnoxious a question? But who better to send my obnoxious question to, if I wanted a good answer to it? Here is the email I sent:
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I have heard a CEO describe how he was able to ask for and get more performance out of his 50-odd employees, and so his company grew and prospered despite the economic downturn. He said he was able to accomplish this change precisely because of the “bank account” of credibility and goodwill that he had established over many years. What can a leader do if they do not have such a preexisting bank account?
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Was that an obnoxious question or what? I sent the question in advance, but Jim did not hear it until we were live on the conference with hundreds of people listening. He is very good.
His answer infuriated me. I had hoped to learn of some magic bullet that would allow a leader with a low bank account to somehow capture the integrity dividend. But magic bullets are the stuff of fantasy, and not hard reality. No magic bullet was forthcoming.
After thinking, Jim said simply, “Don’t overspend.” Treat it like you would a real bank account, at a bank that is managed properly. Live within your means. If you pay your bills on time, your credit rating slowly increases. As that happens, you get more flexibility. But first you have to live within your means. Don’t overspend.
What? That is not an answer. I was mad. I was nettled. I was confused.
After a few more minutes, I was awed by the simple brilliance of Jim’s answer.
There are no magic bullets. Trust is earned over time, or it is not. The current economic times mean that leaders need to ask their people to make sacrifices. And the legal and tactical environments are such that a leader cannot fully disclose the reasons for actions – and so must sometimes fall back on the entreaty to “trust me.” “Trust me” only works when they already do.
The CEO I had spoken with navigated the hard times by drawing on his healthy bank account. If you don’t have one to draw on: start building it.
So that is the answer. Simple. Elegant. Infuriating. Difficult to practice. But spot on.
“Don’t overspend.”
Integrity Goes to Washington
What if a new approach started to gain traction in the halls of Washington? Where people might actually say what was really on their mind. Where politicians debated their real reasons for votes. Where promises were reliably kept. Where opinions were recognized as opinions, and facts as facts.
We just might see some civility. We might see some trust across the aisle. We might see people getting things done. I know most of the people in Washington mean well. But a new set of tools might help.
My book, The Integrity Dividend (Jossey-Bass, 2008) presents evidence that people more readily follow leaders who live by their word. That being seen as living by your word makes a person more effective in a host of ways – followers are more engaged and more directed in their efforts, companies are more profitable, and adversaries are more cooperative. Measurable performance results. The Integrity Dividend is not about morality; it is about effectiveness. The book then goes on to address several ways in which the practice of integrity is challenging, and how it can be attained.
The Integrity Dividend is a business book, written for managers and executives. It is not a political book. But the message applies.
I believe a widespread practice of striving to build credibility through deliberately living by your word might just make a difference in Washington. Now is the time for it. The current financial crisis can be squarely laid at the feet of executives who failed to execute their stated charges responsibly, and opted instead to exploit loopholes in the financial systems. People sense this. And what passes for debate in the halls of congress seems very different from a thoughtful consideration of the actual drivers of politicians’ votes. Often the politicians do not even bother to show up to hear the words of the opposition – a testament to the emptiness, or perceived emptiness, of the argument. Integrity seems to be in short supply.
And it just might help.
I am not naïve enough to think that one book would solve the integrity problem in Washington. The incentives are tilted too heavily against it. Politicians need to raise tens of thousands of dollars every day to stand a chance of retaining their positions – and common folk don’t offer that kind of money. There is structural work that needs doing if we really want to see honest debate and decision making. But ideas do matter. And integrity is an idea that many might want to promote – if for no other reason than that it makes them look good to do so. It might catch on.
I would like to see the idea of integrity take root in Washington. Because Washington would work a whole lot better if it did. It would serve the people, the economy, the planet.
So I am wondering how to get copies of The Integrity Dividend into the hands of every senator, every congressman, every cabinet member, the president, maybe the supreme court. And to have it read by as many of them as possible. Get them talking and thinking about it. Because it just might make a difference. Even a small difference would be worth the trouble.
The question of the hour is how to make that happen.
–Should I create a nonprofit organization to which people can contribute? Or ally with an existing one?
–How should I raise money for it? It would not require too much.
–Who should write the cover letters? Individual constituents (”send a book to your congressman, and send a message…”)? Sponsoring companies? A media heavyweight? An elder statesman, or a team of them (e.g. Bush Senior and Carter?)
–How can I get the book read? How can I get past the clutter these incredibly busy people must face?
–Should I write an extended executive brief to accompany the book? Should I try to make the translation into the language of politics?
–Should I target the ethics enforcement committees in the house and senate?
I would welcome ideas about how to make this happen, pledges of financial or other forms of support, debate about whether or not it might make some difference, and other dialog. Top ideas will be rewarded with a signed copy of the book.
–Tony Simons
