FAQs

People may have a blind spot about how they come across; self-awareness is essential. However, self-awareness is the fruit of introspection (or self-reflection), which in itself is a function of integrity. When we are not content with the results we are getting from our relationships, we choose. We can either find fault with others, circumstances, etc., or reflect on our own contribution to the situation. Choosing to self-reflect is a sign of humility and integrity.

Integrity is not easy to define; there is a debate about integrity meaning “wholeness,” as suggested by the word’s root, and including adherence to moral values as an additional crucial aspect. Let’s say a person commits to funding a marketing campaign for a product and split the profit. Later this person discovers that the product is dangerous for the community and retracts funding. This person went back on his word but took a higher moral road at the cost of his own profit, consistent with integrity.

Establishing the ethos of accountability is a principled process. There is no specific timeline. Infractions in productivity standards may require additional training and resources, whereas moral code of conduct violations are generally less tolerated. By and large, firing someone should not come by surprise because they have been receiving feedback and a follow-up plan. Major breaches or criminal behavior such as embezzlement etc. may be grounds for immediate termination.

It is tough to convince people that your paradigm has shifted. The best solution is transparency and ownership of your prior behavior. The difficulty is that acknowledging previous behaviors may be embarrassing and make you vulnerable; however, embracing your vulnerability is extremely empowering. People appreciate honesty; it humanizes you and allows them to be a part of growth through forgiveness.

Respect for the relationship dictates that you provide honest feedback. It is a false dichotomy that we present ourselves when we think that we can either be honest or be nice. When you stay objective and focus on the issue rather than making it personal, it is possible, to be honest, and nice. Critical feedback does not have to be devoid of empathy. Being open-minded to other perspectives enhances the relationship.

I would caution against going down the path where someone else’s lack of care is the root of the problem. Finding issues with others’ choices will invariably deny the opportunity for self-growth and is profoundly disempowering. The entire premise of the “trimtab” approach is that leadership is a choice that any individual can make. When a person focuses on oneself rather than other people who may or may not care, personal moral authority begins to influence people around – a small trimtab can move the rudder, which can change the direction of the whole ship.

A system of transparency is essential. Many systems are designed for “skip meetings” so that your direct reports can comfortably share feedback with your supervisor. However, transparency dictates that these are known meetings and do not happen behind the back. Also, sharing feedback is not the same as gossip; a professional code of conduct makes the experience positive and constructive. Suppose the system is not meeting these standards. In that case, it is reasonable to schedule a meeting with your supervisor and discuss your concerns so that you can introduce the much-needed transparency in the system. You will need to conduct this conversation with empathy and objectivity. I highly recommend the book “Crucial Conversations” to prepare for such discussions.

No! Effectiveness is the lasting impact on the vision and mission. Some level of short-term success is possible with technical maneuvers, the right network, connections, and market monopoly. However, short-term profits and successes do not endure without integrity. For the enduring long-term impact of any purpose, the people’s strength of character behind that purpose is imperative.

We compartmentalize our lives according to the many hats we wear; however, integrity (or lack thereof) underpins all roles. The value of selflessness (or self-centeredness) and doing the right thing (or expedient and convenient) are at play in all functions. If we choose to lie when it is suitable but do not steal, it does not mean we have integrity in some ways and not the other way. It simply means that we do what is convenient, not what is right. Despite our different roles, the moral implications of a role-based world are profound. Fulfilling a role does not stand the test of ethical scrutiny. However, sometimes, people are genuinely unaware of their ability to choose to be authentic. Nevertheless, understanding the complex environment of different settings and roles can further moral integrity and responsibility.