An organization that never had a non-white employee was sued for racial discrimination and ordered to hire three African-American men who had been rejected as applicants. Although now employed with a fair salary, the collective hostility of the existing employees toward the three men resulted in the silent treatment to shun them. Except for minimal communication necessary to do their jobs, no one would speak to them, help them, or acknowledge their presence. No one would sit within ten feet of them in the company cafeteria. No formal leader of the organization_ President, Department Director, Team Leader, or Union President__ did anything to address the issue.
After about a week of this treatment, John, a well-respected white employee without any formal title or authority, stopped at the cafeteria table where the three men sat, separated from everyone. He asked if he could join them. They accepted, and he returned the next day to join them again. On the third day, he invited a friend to “come meet the new guys, you’ll like them.” On the fourth day, he asked two other friends to “come meet the new guys, you’ll like them.”
These simple acts, sent a powerful message about how the organization’s culture needed to change and how people should be treated. While all the formal leaders were ‘missing in action’, John quietly LED his organization away from racial discrimination into a more inclusive workplace.
There is an immediate tendency to reserve the word ‘leader’ as a job description limited to individuals whose names appear in a box on an organizational chart, from the President or Executive Director to the Team Leader. This is a serious mistake. There are leaders who carry formal authority and titles, and there are those who LEAD.
I have encountered more than a few organizations where the people with the titles were unable, or unwilling to lead. I have also worked with people, like John, in the middle or lower ranks of organizations who deeply understand the organization’s mission and guiding values, quietly leading by example every day as they do their work and interact with others. Leadership integrity at all levels is crucial to build and sustain a healthy organization.
For the past 15 years, I have asked the same question at the beginning of my seminars: Think of a leader you know who has integrity. What does integrity look like in a leader? The answers I received from participants in many countries who work in government agencies, nonprofits, and corporations are remarkably similar and confirm three qualities that demonstrate leadership integrity to others.
- CHARACTER OF THE PERSON
The foundation of integrity is moral character. Leaders are honest. They always strive to do the right thing, aligned with their principles. They keep their word and their commitments. - CONSIDERATION OF OTHERS
Real leaders communicate integrity by the quality of their treatment of others. Leaders are not self-centered. They do not put themselves above and before others. Rather, they show positive regard for others’ dignity by always treating them respectfully. They listen carefully to others and sincerely consider their needs and concerns. - CONSTANT, AUTHENTIC PRESENCE
Leadership integrity requires a consistent and reliable set of behaviors so others know they can count on you. An erratic temperament and unpredictability make a leader untrustworthy. Without trust, leadership is compromised. Unlike the example above, integrity requires the courage to face difficulties directly. Leaders do not go ‘missing in action.’ Employees know a leader has their backs. Also, a leader does not wear a mask. She shows the same sincere, ‘face’ to everyone, in public and in private, regardless of their status.
Give me a lever long enough and a fulcrum on which to place it and I will move the world. ~ Archimedes
Leadership is always about moving the organization forward to fulfill the mission. Significant forward movement requires effort and leverage. Moral character is the fulcrum where the leader stands on her principles in all decisions and actions. When a leader strongly connects with others through considerate, respectful listening and a constant, authentic presence, he lengthens the lever available to move the mission. John moved his organization onto a better path by quietly standing up for strong principles, giving others respectful consideration, treating them well, and acting authentically and consistently.We all ‘belong’ to various organizations: our work, church, family, neighborhood association, or a nonprofit where we volunteer. The quality of our lives is deeply affected by the health of these organizations. Leadership integrity matters from the smallest team to the executive level of a large organization,
There are leaders, and there are those who LEAD….
Practice Tip #15
Starting at the top, leaders at all levels build a sense of wholeness and integration throughout the organization and in every team through respectful engagement and deep listening. Leaders make this happen through a steady stream of small, daily behaviors that signal, “I respect and value you and your perspective.” This fosters a culture of belonging that stimulates creative collaboration. Leaders must articulate and reinforce a clear set of expectations for the positive behaviors that build and sustain a culture of psychological safety. Does your organization or team have a written statement of these expectations? Are all your leaders, top to bottom, oriented, trained, and coached to meet these standards? If not, this is an excellent place to begin to build the integrity of your organization.
Words of Wisdom
The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.
Dwight D. Eisenhower
A building has integrity just like a man, and just as seldom.
Ayn Rand
Leaders must exemplify integrity and earn the trust of their teams through their everyday actions.
Marilyn Hewson