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From Ethics To Integrity:
How To Make Doing What's Right A Way Of Life
by Randy G. Pennington
In the best of all worlds, ethical behavior would be the expected way of
doing business. Employees at all levels would make decisions based on the
personal commitment to honesty, integrity and fairness. They would carry
out their duties, promote the organization's ideals and maintain the trust
of their customers, suppliers, co-workers and communities. In this perfect
world, no one would succumb to temptation and the lure of expedience. Unfortunately,
there is no perfect world.
We live in a world where trust has deteriorated into widespread cynicism.
The increased demands of a highly competitive market have forced us to consider
short cuts once dismissed as unthinkable. Scandals and improprieties (real
or imagined) reinforce the belief that playing by the Golden Rule is now
passé. Bed fellows abound at a time when true partnerships are needed
to meet the challenges of building strong relationships.
Written Codes Are Not Enough
Written ethics codes and value statements are the traditional response to
the challenge of unifying the organization's beliefs and behavior. They
are intended to provide direction and ensure consistency of expectation
and performance. They have worked in many cases. In others, written ethics
codes have been routinely ignored while behavior that is, at best, questionable
becomes the order of the day. Written codes and value statements are necessary,
but they do not ensure integrity in word and deed. They are merely the first
step in a long and difficult process that moves the organization from ethics
compliance toward a commitment to integrity in products, services and relationships.
Only then will the inspiring values statements that hang on the wall be
transformed into performance that promotes trust, mutual respect and commitment
to doing what is right. Behavior that destroys organizational integrity
is more likely to occur when these five factors have greater impact than
written codes and value statements:
The culture makes it okay. Adlai Stevenson said, "Laws
are never as effective as habits." Most people know, for example, that
the law dictates the speed limit. Yet, many routinely exceed it based on
habit. An organization's culture is demonstrated by its habits. Overlooking
or even rewarding questionable behavior sends the message that it is condoned
or even encouraged. A study done by John Delaney and Donna Sockell at Columbia
University reported that 40 percent of respondents who chose to act unethically
were rewarded, either explicitly or implicitly. Determine the habits that
send messages about the importance of rules and standards and you will discover
the aspects of the organization's culture that influence integrity.
Systems reinforce behavior. Systems are the tools to promote efficiency
and consistency. They are powerful vehicles for developing habits though
repetitious performance. Effectively designed systems in areas such as compensation,
performance management and purchasing are important components of an environment
that has grown beyond compliance to ethics and embraced integrity as a way
of life. Otherwise, systems can unconsciously promote behavior that contradicts
the organization's good intentions.
Pressure to achieve results with limited resources. It is a challenge
to maintain or increase productivity levels in times of decreasing resources.
Leaders may be tempted to say "Get it done any way you can." There
is, however, an inherent danger in this message. Employees respond by cutting
corners, and potentially open the door to actions that destroy trust and
credibility. Directives must communicate the expectation of results and
responsibility for how they are achieved.
People blindly follow the directions and example of others. There
are two situations where this could occur. The first is when an inspiring,
charismatic leader persuades others to follow his/her direction regardless
of the consequences. There are numerous examples of well meaning individuals
whose judgment was clouded by the ability of a great motivator.
The second is when employees assume that the directives they receive from
management should be followed without question. The assumption is that all
decisions have been examined before they are implemented. The solution to
blind compliance in both scenarios is educated employees that understand
the organization's mission and values, think for themselves and are willing
to ask questions when they arise.
The lure of expedience. Ben Franklin wrote that success is primarily
a function of what you are and that one must master 13 internal principles
to be achieve it. External trappings were the result rather than a primary
indicator. That view has changed.
Our culture sends powerful messages that say success is based on what you
have. The ends justify the means. The desire to have it all today can lead
to short-term thinking, rationalizing actions and cutting corners.
Making the move from ethics to integrity.
Kathleen Purdy, writing in the June 1994 edition of "Ethical Management,"
says, "What started out in many organizations as mere (ethics) compliance
is now a very powerful process. One that weaves together many other programs
aimed at change." Leaders are discovering that successful products,
services and relationships are all connected by a common thread -- integrity.
It goes beyond ethics, Total Quality Management, customer service and empowerment
to build trust and commitment among customers, employees, suppliers and
the community. The following ideas will help your organization make the
transition:
Begin where your influence is highest. Dr. Stanley Pearle,
founder of Pearle Vision, is fond of saying, "The customer is smarter
than you think. You must deliver what you promise. That is the only way
to develop trust." Lasting change is an inside out process. Individuals
must change before organizations can change. A foundation of trust, mutual
respect and commitment must exist internally with employees and suppliers
before moving externally to customers and communities.
State expectations, but avoid a new "Integrity Program." The
goal is to make integrity the guiding principle for products, services and
relationships. New programs become the latest example of MBBSp;Management
By Best Seller. Instead state your expectations in an open, honest manner
so that everyone understands their obligation to customers, suppliers, communities
and each other. Explain that strategic initiatives such as TQM, empowerment,
self-managed teams, new performance management practices and ethics codes
are simply the tools to help the organization meet those obligations. Avoid
any hype, admit you are constantly working to fine-tune your own performance
and ask everyone to join you in the goal of making integrity the number
one operating principle. Continuously remind everyone that the ultimate
goal is on-going trust, loyalty and commitment of customers, employees,
suppliers and communities in a way that insures everyone's long-term viability
and survival.
Design systems and structures that promote integrity, trust, mutual respect
and commitment. Systems and structures create habits in organizations.
Each system should be judged by the following three criteria: Are we doing
what we said we would do? Are we providing what we said we would provide?
Does the system reinforce our commitment to integrity, trust, mutual respect
and commitment? Organizational systems, both internal and external, send
a message about our integrity that is more powerful than any ethics code
or values statement.
Hold people accountable for achieving results in ways that promote integrity
of products, services and relationships. Leaders must reinforce that
there is no "either/or" alternative. Results must be achieved
through actions that demonstrate integrity in products, services and relationships.
This message is sent through promotions, compensation, perks and the handling
of performance that does not meet their expectations.
Educate to provide knowledge and skills then empower people to act.
The goal of ethics codes is often compliance with stated requirements. Focusing
on integrity can empower every individual to recognize, confront and correct
performance that diminishes trust in products, services and relationships.
Individuals and teams should spend time discussing and understanding the
impact of decisions and actions to acquire the knowledge to improve in the
future. Skill building provides the tools that enable them to respond effectively
when situations arise.
The number one characteristic people want from their leaders is integrity.
We tend to trust leaders who walk their talk on a personal level. It is
a crucial ingredient, but it is only the first step in a long process. Ultimately,
leaders must become passionate in their zeal to move toward a better world
that expects, encourages and promotes integrity in products, services and
relationships.
© 1995 by Pennington Performance Group; Dallas, TX. All rights
reserved. This article may be downloaded for personal or professional use
and may be duplicated to share within the individual's organization. Any
other use is strictly prohibited without written permission from the author.
Randy Pennington is President of Pennington Performance Group, Dallas, TX
(972) 980-9857 or [EMAIL PROTECTED]. He is co-author of On My Honor, I Will: Leading With Integrity
In Changing Times, which was released in a revised edition in July by Treasure
House books.
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