“Talk to the people around you” to get a handle on your integrity, recommends Tony Simons, author of The Integrity Dividend: Leading by the Power of Your Word. “Find ways to get honest feedback from others. You need to find out if—and that goes double if you’re a boss—you have the appropriate level of trust. Integrity stands as a driver of trust.” Anderson advises that you “let those around you call you out…. Be willing to have people police you. Your trusted advisers [should be] people who will tell you whether you’re acting with integrity or whether there’s a better way to handle something.”
As for building your integrity and modeling it for others, Simons, Peterson, and Anderson offer these suggestions:
1. Fulfill your promises.
To your staff, your investors, everyone. If you break a promise, you must apologize, but don’t let this become a pattern.
2. Keep appointments.
Doing so affects you professionally and personally (practicing your faith, staying fit, being present for family, etc.).
3. Before you make a commitment…
“Stop and soberly reflect on whether you are 100 percent sure you can deliver,” says Simons. “You need to be dispassionate in that evaluation.”
4. Get comfortable with saying no.
No one can say yes to everything and follow through on it all.
5. Examine how you react in knee-jerk situations…
As well as how you make longer-term commitments (e.g., attending events, completing projects, etc.). Use this introspection to become self-aware, keep score and improve. (You can also use this behavioral yardstick for determining whether others act with integrity.)
6. Polish your communication skills.
Reread that email or report before you send it; plan what you’ll say in oral presentations and phone calls. “Fuzzy communication leads to broken promises,” says Simons. Ask someone to proofread written communications and point out ambiguities before you distribute them.
7. Consider the habits and skills you need to develop to enhance your integrity.
You might need to stop certain actions (e.g., speaking impulsively or sugarcoating your responses). And you might need to improve on others: building your personal courage (because fear holds you back from acting with integrity—Peterson’s CFO might have been fired without others showing courage). Issue apologies “faster, simpler and aimed more at containing the damage [you may have done] than at justifying yourself,” says Simons.
Peterson advises taking great care with the language you use, especially when dealing with sensitive issues such as sexual preference, racism, and religion.
8. Avoid people who lack integrity.
“Do not do business with them,” Anderson writes in a blog post. “Do not associate with them. Do not make excuses for them. It’s important to realize that others pay attention to those you have chosen to associate with, and they will inevitably judge your character by the character of your friends.”
Gauging Your Integrity
Do you act with integrity? You can make an accurate assessment by asking yourself these six questions devised by Don Phin, a lawyer, author and vice president of Strategic Business Solutions at the compliance and training solutions company ThinkHR.
- Am I willing to say what I’m thinking?
- Am I willing to risk being wrong?
- Do I want my child or someone else I love to do that? If not, then why am I doing it?
- Does this conduct make me a better person?
- Am I leading by example?
- Am I taking 100 percent responsibility?