Leadership Barometer 168 The 30 Second Email

October 26, 2022

Can you read that email in 30 seconds or less?

You know how it feels. You are grazing your bloated inbox, and you see the name, Sam Jones. You cringe. Having waded through his prior tomes, you know the routine.

Opening this e-mail will tie you up for at least 15 minutes trying to get the message. Sam writes really l-o-n-g notes and rarely uses paragraph breaks. He does not capitalize the start of sentences, so his writing is hard to decode.  You pause and pass the note because there is just not enough time to deal with the hassle. 

Don’t be a Sam Jones!  Follow these seven simple rules, and people will appreciate your email communications.

  1. Make it easy on the reader. Have a well-formatted and short note that deals with a single topic in a compressed format. Don’t ramble!
  2. Don’t go “over the horizon.”  Try to have the majority of your notes fit into the first window of a note. The reader can see the start of your signature block at the bottom of the opening window. He knows that is all there is to the note. That is a psychological lift that puts the reader in a better frame of mind to absorb your meaning. When the text goes beyond the first page, the reader has no way to know the total length. This is a psychological burden that frustrates the reader subconsciously.
  3. Aim for 15 to 30 seconds. Try to have the email compressed enough that the recipients can read it in less than a half minute.  They will remember it much more than one that takes 5 minutes to read.
  4. Use bullet points. Short, punchy bullets are easier to read than long complex sentences.
  5. Highlight expected actions. Delineate action items in a way that is not offensive. Do not use all caps. Sometimes bold text works, but I find it best to have a separate line like this:      Action: Please get me your draft report by Friday.
  6. Be polite. Start with a friendly greeting and end with respect but not long or trite quotations.
  7. Sometimes the Subject can be the whole note. In this case, use EOM (End Of Message) to designate there is no note to open at all. It looks like this:      Subject:  The Binford celebration is Wednesday 3 pm.  EOM

If you follow these simple seven rules, people will pay more attention to your emails. You will improve the hit rate of your communications.  Not all notes can follow all of these rules but most can. Make sure the majority of your emails follow these rules.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations


Leadership Barometer 167 Grow Leaders

October 19, 2022

One of my favorite quotes is, “The highest calling for any leader is to grow other leaders.”  That is why I named my company “Leadergrow.” I truly believe the best leaders carry the idea in their hearts at all times.

Performance is essential every day, but so is investing in the future of people. In fact, I believe that is a major component of performance for anyone who leads people. 

Distractions are there every day 

It is typical and easy to become distracted with daily critical decisions and forget about developing people. I advise leaders to carve out at least 30% of their daily energy to grow leaders. That may sound like a lot. On many days it seems there is not enough time to deal with emergencies.

The challenges are opportunities to grow leaders

What some managers fail to understand is that problems are opportunities. It is in the crucible of immense challenges that you find the greatest teaching moments. A good technique is to delegate a problem to upcoming leaders and then coach them as they learn.

Many leaders forget to use the critical times as teachable moments.  In doing so, they feel more in command of the problems, but they sacrifice the learning opportunities.

Find the genius within your people

Each person on your team has brilliance within, and your job is to let it shine through. You are like a sculptor trying to find the beauty hidden inside a mound of clay.

Get to know your people

One technique that will help you is to get to know your people very well.  Find out what types of things light them up.  Create opportunities to enhance learning in that direction.  Let them play in their most creative sandbox.  They will amaze you with their engagement.

Embrace the failures to grow leaders 

There may be failures along the way, but human beings learn more from their failures than their successes. With the proper coaching, any failure can be a teachable moment. That fact is how we all learned to walk and talk.   

Reinforcement is essential

As you coach less experienced leaders, don’t forget to praise the baby steps in the right direction.  People need recognition at all times, but it is most critical when they are stretching their skills. For example, learning to evaluate smart risks is one skill that will pay off for any person.

Conclusion

As you work with people, the best use of your time is to work on growing other leaders. Let that be your leadership legacy.  You will shine as one of the elite masters in your enterprise.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations


Leadership Barometer 166 Successful Succession

October 12, 2022

Succession planning, if done well, will provide an endless stream of fresh and vital talent. It will help any organization have continuity of excellent performance despite the vicissitudes of outward factors. Neglected succession planning will lead to spotty performance over time and frustration on many levels. Let’s take a look at some key observations and concepts about succession planning.

Succession is most important at the top

The need for good succession planning increases at the higher levels in any organization. Shop floor people only need minimal training on functions to become effective. Groom CEOs well on all the policies and nuances of running the organization before taking over.

There should be a specific succession planning process for all key jobs in any organization. Specify who is ready to step in immediately and who is learning for future roles. The obvious reason is that we never know when someone will leave for one reason or another. The transition may take place over years or as abruptly as a few hours, depending on circumstances.

An example from my past 

I remember one transition where my organization doubled in size. The previous manager and I had exactly 5 minutes for him to cross-train me before he left. He showed me where the personnel files were, gave me the keys to the office, and that was it.

Actually, the transition worked out pretty well. He did not have time to color my thinking about individuals or processes. I started out by building my own knowledge base.

Succession is broader than we think 

The activities of succession planning are much broader than most people realize. It starts with general cross-training for bench strength. Also include identifying high potential people for future roles, mentoring, and even job rotation. In fact, at the higher levels of leadership, the majority of daily activities are part of the succession process.

Make succession a conscious and continuous effort

Good succession planning takes a lot of time and energy. The process should go on at a conscious level nearly every day. It is often a hidden process that the rank and file do not understand. They only see the result.

When Jack leaves, we realize that Ann is fully capable of replacing him. It often takes on a political feel, since not everyone can be involved in many of the discussions. It can cause a lot of anxiety in organizations, so the best approaches are as transparent as possible. The anxiety occurs because people recognize there are posturing discussions frequently. Most of the discussions are private, so people feel nervous about the unknown.

Sometimes succession has a low priority 

It is too bad that succession planning takes a back burner in many organizations. This is true for several reasons:

  • Overburdened leaders have little time to think about long-term development.
  • There is a fear of setting up an implied competition and tension between contenders.
  • People may interpret succession discussions as meaning the incumbent is trying to leave early. This could imply a lack of commitment.
  • External replacement versus internal promotions can demoralize understudies.
  • Succession is a highly emotional topic. People get nervous.

Advice from an expert

William Rothwell of Penn State is one of the recognized experts in Succession Planning.  He suggested there are at least 10 key steps that need to be included in any succession planning process:

  1. Clarify expectations for Succession
  2. Have competency models
  3. Conduct individual assessments
  4. Create a performance management system
  5. Assess individual potential
  6. Create development process
  7. Institute Individual development plans
  8. Keep a talent inventory
  9. Establish accountability for making the system work.
  10. Evaluate the results.

Rothwell also gave us a list of 6 of the biggest mistakes in succession planning:

  1. Assuming success at one level will guarantee success at a higher level.
  2. Thinking bosses are the best judge of who to promote.
  3. Considering promotions as entitlements.
  4. Trying to do too much too fast.
  5. Giving no thought to what to call it.
  6. Assuming that everyone wants a promotion.

Conclusion

The best approach is to have a formal succession process for all professional jobs in an organization. Let people know what it is. Make it a daily focus instead of something managers think about only when someone is leaving.  I believe succession is a fundamental leadership process. The highest calling for any leader is to grow other leaders.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations


Leadership Barometer165 Your Leadership Legacy

October 4, 2022

Consider your own leadership legacy as you navigate the minefield of your current challenges. It is easy to become buried in the vast array of urgent and critical things to accomplish. Focusing on short-term performance is important, and it must be a priority.

Also, make sure to also set aside some quality time to consider the long-term impact of your actions. You may wish to have a group discussion with peers at some point. Consider asking your superiors for their input. How would you like people to remember you once you are gone from day-to-day activities?

Visualize your strengths

Start out with an accurate view of your strength areas.  For this step, I like to use Marcus Buckingham and Donald Clifton’s “Strength Finder.”  I did that exercise years ago, and it startled me.  Until I took the assessment, I was unable to articulate consciously two of my strongest areas. Before you can leverage your strengths in the organization, you need to be crystal clear on what they are.

Your strengths become the key to your leadership legacy

You can find hundreds of ways to apply your strength areas to improve the organization and even beyond. When you use your God-given talents in a conscious way, wonderful things begin to happen.

A personal example

One of my three strongest areas on the Clifton Strength Finder was a thing called “WOO.”  The term was unfamiliar to me. Whatever I was doing to engage this strength was a result of instinct.  Once I understood the term to mean “Winning Others Over,” I began to see how to use it to enhance my effectiveness. I love the challenge of breaking the ice and making a connection with people.

Once I was aware of the impact of WOO along with my other strengths, things changed. It was possible to build a legacy as a leader who likes to connect with people at all levels. I used another strength (Maximizer) as a way to stimulate excellence within my organization. That image became my own legacy.

Leadership legacy moves beyond the organization

 You can leverage your leadership legacy beyond the work environment. My own situation has enhanced my life after retirement as I work with volunteer groups of all types.  Knowing my specific strengths allows me to be more effective in all environments. That makes my contributions more satisfying and enhances my network of friends almost daily.

Conclusion

We all have areas of God-given strength.  Become aware of these and seek to engage them in your daily life. You will see they become the cornerstones of your legacy in all areas of life.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations


Leadership Barometer 164 The Power of Alignment

September 28, 2022

When leaders create a new strategy, they often forget to include the power of alignment. The strategic process is usually a major event in the history of an organization. There are several steps involved.  It may take months or even years to complete a new strategic plan.

I will outline my favorite process for building a new strategy below.  One essential ingredient that guarantees success is the full alignment of the entire team.  Unfortunately, that element is often a missing piece as the organization unveils the new strategy.  That void can be the kiss of death for the strategy and actually for the entire organization.

Steps to a strategic plan

I suggest the following items in the order I prefer to use them when working with organizations. You may use other patterns or items in different situations.

  1. Values – Values form the basis for any organizational activity. If these are vague or weak, then the entire process will flounder.
  2. Vision – Any organization needs a clear view of where they intend to go and when they will arrive.    
  3. Purpose – This is a statement of why we are doing this work. It is particularly strong at enrolling people to support the strategy.
  4. Mission – The mission is a statement of what we are trying to do now. It contains the guiding principle for everyday activities.
  5. Behaviors – We need to document how we intend to treat each other in the organization. If we have not spelled out expected behaviors specifically, it is difficult to hold people accountable.
  6. Strategies – These are the few (4-6) broad areas the organization needs to accomplish in order to reach the vision. The strategies are often called Key Result Areas.
  7. Tactics – The specific actions needed to fulfill the strategies.
  8. Goals – Identify the milestones along the way along with expected time frames for delivery.
  9. Measures – How we intend to track our progress toward the goals.

Now comes the most important part.  You will accomplish full alignment when all people in the organization are fully committed to make the strategy work.  It will be difficult to execute the strategy if this alignment is missing.  Here are some tips for achieving alignment.

Involve as many people in the creation of the strategy as possible. 

If you roll out the strategy as a “lay-on” from management, the alignment will be missing.  People will look at it and think “that’s nice, I wish them good luck.” The strategy will lack the coordinated effort of all people to make it a reality.

Make the strategy visible 

Simplify the strategy onto a single sheet of paper and give everyone a copy of it.  Go over the document carefully to be sure everyone knows what it represents. Point to areas of the strategy when making future decisions so people see the connection.

Reinforce people who follow the strategy 

Make sure to make people feel good when they are on track with the strategy.  Also, if some individuals start pushing in a different direction, take them aside and give them some coaching. They must either get on board or leave the organization.

Celebrate the small wins along the way 

It takes a lot of energy to have a successful strategy, and people need to feel reinforced along the way. When a group takes a positive step in the right direction, make sure they feel that reinforcement.

Conclusion

If you follow the steps above, you will have true alignment and reap the benefits of it.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations


Leadership Barometer 163 Great Leaders Are Enablers

September 21, 2022

Great leaders are enablers while poor leaders are barriers. You can tell a lot about the caliber of a leader by asking questions of people in the group.

On this dimension, there is a stark contrast between great leaders and poor ones.

Great leaders ensure people feel like winners while poor leaders make people feel like losers.

Great leaders show that greatness every day. They are enablers.

In organizations with great leaders, people view their leaders as enablers. They provide a clear and believable vision of the future that is truly compelling to the workers. They also involve the workers in the generation of that vision.

They provide the resources and support required to reach that vision. They encourage and empower people to put their best efforts into the journey toward success.

They are humble and not aloof.  They gladly do their fair share of the work and make sure to coach any slackers. They remove people who cannot do their part.

They celebrate the small wins along the way. They make people feel respected and even honored to work there. If there is a problem, the leaders work to reduce or eliminate it. They are great problem solvers and make sure to minimize any blockages to getting things accomplished.

Contrast with poor leaders

When leaders are weak, you see the exact opposite. Employees see leaders as barriers. They get in the way of progress by invoking bureaucratic hurdles that make extra work or waste time.

They use a command and control philosophy that stifles empowerment. People get the feeling that they are being used or even abused.

They insist on long large meetings that feel like purgatory. They are either mind-numbing or punishing.

There is a foggy vision or the vision is not that exciting to employees. If they struggle to make it happen, the result will not be so great.

For example, I felt that in my final years with a company I once worked for. The vision was very clear they had to shrink their way to success. This meant huge stress. More workers would be let go year after year. What an awful vision! I left and never looked back.

In these organizations, people feel they are operating with both hands tied behind their backs. This leads to poor performance, and so the leaders pour on more and more pressure to compensate. It is a vicious cycle that reminds me of the water funnel in a toilet. In fact, it is very much like that. 

Conclusion

If you want to measure the caliber of a leader, just ask some questions. Find out if people think that leader is an enabler or a barrier to progress. Their answer will tell you quickly how talented that leader is.Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations


Leadership Barometer 162 Fail More Often

September 13, 2022

In our society, it is considered a bad thing to fail.  From our earliest memory, we are all taught to succeed at what we try. It does not matter if it is taking a few steps on wobbly legs or negotiating an international merger. We are conditioned that success is the goal and failure is anathema. We are taught to feel great when we have a success and to feel awful when we fail.

We learn more from failure than from success 

Take away the stigma, and a failure is simply something that did not work out as planned. We obtain more information, momentum, resolve, inspiration, insight, and knowledge when we fail than when we succeed. 

To succeed is to get something done, but we have not learned very much. For example, without the corrective adjustments, we would never learn to walk or talk. It is the constant reshaping of past tries that causes our forward progress. 

Embrace failure

I think it is time to embrace failure and stop feeling bad about it. What we need in life is more at-bats rather than more home runs. Each time we go for something new, we risk failure, but not taking that risk is a bigger problem. We block our own advancement.

Thomas Edison

The most often-quoted example of this theory is the story of Thomas Edison. He found that carbonized bamboo filaments worked well for his light bulb. His most famous quotation is, “I have not failed, I’ve just found 10,000 things that won’t work.” 

He also championed being creative while simultaneously inventive. He was able to develop things that seemed like serendipity. They were really the culmination of a lot of hard work and numerous failures. He once said, “Just because something doesn’t do what you planned it to doesn’t mean it’s useless.”

Let go of the stigma

The key to embracing failure is to let go of the stigma. Seek out the learning potential in every activity. They ought to teach a course on failing in grammar school.

Teach kids that to fail, as long as something was learned, is the route to eventual success. Instead, we hammer home the idea that to fail is to not live up to expectations. Children learn to fear rather than embrace failure. That attitude permeates our society, and it has a crippling effect on every organization. 

Don’t quit trying

Another aspect of failure is the idea that we never really fail until we quit trying.  As long as we are stretching to achieve a goal, we have the potential for success. Recall the quotation from Vince Lombardi, “We never lost a game, but sometimes we just ran out of quarters.” 

Use judgment

I believe there needs to be good judgment when deciding how long to persevere.  I do not think Winston Churchill was right when he said “Never, never, never, quit.”

At some point, it is time to learn a lesson and leave the battlefield. It is okay to have a discarded scheme or to recognize a blind alley and cut your losses. It is important to recognize when we have run out of quarters. It is wrong to quit trying prematurely.  I think the difference between those two mindsets is the difference between genius and mediocrity.

I am not advocating that we fail on purpose. Doing things right should always be the objective. The only thing to avoid is making the same mistake over and over again.

Some people focus on being busy just to have something to do. Thomas Edison had a quote for that too. He said, “Being busy does not always mean real work.”

How to make the shift in thinking 

Try having an “Experience Award” at work for daring to try something unusual.  Honor people who stretch and try but fail, as long as they learn from the experience. Doing this will seem unorthodox and “over the top” to many stuffy managers who will not tolerate things that are irregular. Too bad these managers are leaving real creativity off the table.

Conclusion

If we learn to embrace failure, we can enrich our lives in many ways. The notion that we should always succeed is highly limiting in the end. When we recast the role of failure as a huge enabler of growth we actually win.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations


Leadership Barometer 161 Rotate Leaders

September 7, 2022

You need to rotate leaders to keep them fresh, but there are precautions. Leaders who stay in the same job too long get stale and lose their edge. If you have been in the same position for more than 10 years, you would likely benefit from a change.

When developing leaders, rotating positions is an effective method of keeping things fresh. It gives leaders a chance to grow. The topic of this article is when and how to rotate leaders for maximum benefit.  It helps both the organization and the leaders.

Have a specific game plan

It is a good idea to have a long-term game plan for the development of each leader. This requires a lot of planning and dialog. It is a collaborative process that needs attention. You get a sense that somebody is watching out for your career trajectory.  Discussions of personal desires and potential opportunities are beneficial. They let you know that you are valued and have the potential to grow. 

How often to rotate leaders?

The first question is how often you should rotate leaders. My own bias is to avoid moving a leader more often than every three years.  The reason is that it takes roughly three years to get the maximum learning out of a leadership assignment. 

The critical first year

The first year you spend getting to know the existing systems and people.  It is a mistake for a new leader to start moving people and systems too soon.  Spend a few months observing what is happening and understanding it well before attempting surgery. That does not mean disengagement, just avoid being too directive at the start.

An exception to the rule 

There is an exception to the rule of moving slowly at first. Sometimes the new leader is inheriting a crisis situation that requires emergency actions.  Picture a battle where a military general was killed in a war that was a nearly hopeless situation.  The replacement general needs to take command immediately and direct activities from day one.

As a new leader, in the first year, you begin to formulate a plan. How will you use existing resources to obtain best performance? What additional resources do you need?  Good leaders listen well and make the strategic moves with high collaboration of the people.

The second year is execution

The second year you spend implementing the plan and dealing with any issues that arise from miscalculations or setbacks.

The third year you make it work better 

The third year is a critical time because you retool the strategy and policies in a process of learning.  If you are rotated out to another job before this phase is completed, the learning will be minimal.

After the third year, the process becomes redundant as you seek to refine what you have already accomplished. As you spend more years on the same job, less and less learning is happening. You have already been there and done that.

It is not essential that all leaders move after the third year. As a general rule, it is better to leave them in place for at least that duration. 

How to select the next assignment 

The next question is what kind of assignments to look for when rotating a leader. Avoid assignments that are parallel in nature, like moving from one department to another one in the same area.  The major benefit of rotating leaders is that the individual grows by operating outside the comfort zone.  Consider a new assignment in a different country or in a completely different function from the prior assignment.  

Conclusion 

As you develop your leaders, make sure there is some flow into your organization and some flow out.  Try to view leadership development as a flow of talent that is unselfish.  Do not hang on to the best resources just because they are performing well.  Give them a chance to move to other areas. If you do, then you will build a reputation as one who grows leaders. That is a positive reflection of your own leadership abilities.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations


Leadership Barometer 160 Appreciate a Carrot

August 31, 2022

A Carrot? That’s a strange title for a business-oriented article. Well, there is method in my madness, because this article is about growth.

 

Carrots:

 

  • look kind of boring, but they are bright, solid, grounding, and nutritious.
  • grow deep and you cannot fully experience their quality until harvest time.
  • they are not shallow.
  • are rarely the star of the show, but they add needed color and texture.
  • have greens that are very nutritious. You can eat the whole plant (in contrast with trees).

Plants grow in both directions

When you think about it, all plants and trees grow more or less symmetrically in both directions.  We usually consume the part of the plant that is above ground and give little thought to the roots. This article urges us to think about both. We see the part above ground while we normally do not see the roots.

We need both 

In some plants, we are more interested in the root than the vegetation above ground. The leaves of the carrot help us when carrying a bunch. Some people eat them with great glee in their salads. Most people are only too happy to toss the tops into the recycle tray in the kitchen. The most desired part of the carrot is not seen until it is harvested.

Trees grow up, and most of us ignore what is going on underground. The vegetation provides needed shade and oxygen to make our planet more habitable. The fruit or nuts provide a means of nourishment as well as a means to procreate the species.

It is vital to understand and appreciate the role of the roots as well. Without them, the whole tree would die or topple over in a windstorm.

How about growth in people

The metaphor works for people as well as plants. When we grow, we mature in a way that is constructive when dealing with people or problems.  Helping other people is the equivalent of providing shade and oxygen to them in their time of need.

If we use Emotional Intelligence, we think we are growing up toward the sun rather than down into the soil. In reality, we are doing both at the same time, just like a carrot. Both the seen and unseen parts of EI are operating. How we handle feelings inside as well as how we express them are both important.

What is growth?

Growing means learning to share and look for win-win solutions to problems. It means sacrificing some of what we have so others can live better too.  It means not resorting to tantrums or bully-like behaviors to get what we want. And it means caring for others in ways that are tangible and recognizable.

When we grow, we seek to give people credit rather than assign blame. We look for and usually find the good in others. It is the old “glass half full versus half empty” argument. Growing allows us to squeeze more life and pleasure from our everyday activities.

Try to grow in every way like a carrot. Enjoy better relationships with other people. In addition, be well grounded and support your roots.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations


Leadership Barometer 159 Integrity

August 24, 2022

Most of my writing is about trust and high integrity, but this article is about low integrity.  We know it exists because there are numerous examples in our daily life. They point to individuals doing something that they espouse as good but is really to advance their own purposes. 

Low integrity is common

It is easy to detect some pockets of low integrity in the public institutions and the government. What constitutes low integrity versus gamesmanship is subject to interpretation and debate.

In reality, we exist in a sea of low integrity. Gallup reports that 74% of employees worldwide believe corruption is widespread among businesses in their country.

This article helps us sort through what is a problem with integrity and what was well-intended but flawed behavior.  When we see flagrant violations of integrity, it is easy to determine that the person was duping the public.  In the extreme, some people just do what benefits them regardless of who it hurts.

The other extreme exists as well  

The other extreme is also easy to spot. In any community, you can find people who give amazing amounts of time and money to support causes. These people expect nothing in return.

The extremes are easy to identify. The majority of actions taken by people in routine business or personal decisions are somewhere between those extremes.

Where is the defining line? 

At some point, you cross the moral line between high integrity and low integrity. It is not my desire to judge anyone in this article.  I think each person has to decide on a case-by-case basis where the moral line exists. That decision reveals a lot about the ethical fiber of the person. It is not so simple to decide which activities are OK and which ones have crossed the line.

For some people, anything short of saintly behavior is wrong. Others will draw the line between good and bad just short of something being illegal.  

The heart of integrity is honesty

At its core, integrity is about honesty. To understand if an action is good or bad, we really need to dig deep into our psyche.  For example, maybe we really did take that action to help reduce homelessness. The improvement in our status was simply a by-product we obtained by networking with many new people.

Most low integrity is hidden

We only observe a tiny fraction of the deceit that goes on. Most of it goes undetected because we are simply unaware that the person had an ulterior motive.

An even deeper question is how would the person himself come to grips with his own true intentions. Where is the line of demarcation between doing something for others and helping one’s self?

We can go slowly insane trying to decipher motives. Nearly all of the time the true motivations are hidden from view. The “pay it forward” mindset is an approach to living that is highly appealing.

It is fun to help other people, even when you know there will be no direct payback. In fact, there is a payback, and it happens instantly. It is called satisfaction or self-esteem.

Conclusion 

We need to realize that there is always a return for every good deed. It does not spell incorrect behavior to do good things simply for the joy it brings.

Each individual draws the line between high integrity and low integrity. It is based on a personal level of morality. My hope is that more people will examine their true intentions rather than rationalize behaviors.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations