There are many attributes to leadership, but probably none so important as integrity. Dwight Eisenhower famously referenced the quality when he said, “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.”
But what exactly is integrity? The generally accepted definition is “doing the right thing.” Of course, this creates all kinds of questions. Who defines what’s right and wrong? I’m sure most politicians believe they’re doing the right thing, but many citizens ardently believe otherwise. Is integrity purely subjective—a quality that lies in the eye of the beholder?
A couple of years ago, an executive coach introduced me to a different way of thinking about integrity. This model lacks the subjectivity that muddies the traditional definition, and when applied, it can immediately increase a leader’s effectiveness. It’s such a straightforward concept that even a child can understand why it works. The downside? It’s almost impossible to master. And if you approach it from a cost-benefit analysis, you’ll practically always end up on the wrong side of the balance sheet.
The model originates from EST, a popular self-help workshop started in the early 1970s. Founded by Werner Erhard, EST was a two-day session designed to jolt people into examining their lives from a different perspective. The program was considered controversial due to its unconventional practices—instructors yelling at participants, marathon sessions—and in the 1980s, it morphed into a more mainstream organization called Landmark, which still operates today through its Landmark Forum workshops.
Werner Erhard left when EST transitioned into Landmark, but he partnered with several academics to continue his research into leadership and the human experience. His concept of integrity has continued to evolve since those early days, but at its core, it remains incredibly simple:
Honor your word.
This form of integrity is about being whole and complete, rather than right or wrong. Consider a bicycle wheel as an analogy. A wheel is a central hub supporting an outer ring with spokes. Remove a bunch of spokes, and the wheel weakens—its integrity is compromised. When all the spokes are present, the wheel is “whole and complete.” It possesses integrity. And when something has a high degree of integrity, it maximizes the opportunity for performance. You can go faster and more safely on a bike with wheels that have all their spokes intact.
Applied to leadership, integrity means honoring your word—doing what you say you’re going to do, when you say you’re going to do it. Of course, keeping your word isn’t always possible. When you can’t, you must clean up the mess you’ve created with the people affected.
Think about it. Have you ever had a manager who promised you something they never delivered? A promotion, a pay raise, or even something small like getting back to you on a decision? If you’re like me, you probably lost some trust or respect for that person over time. Now consider a manager who always comes through—the leader who never forgot their promises, no matter how small. I’d bet you trusted this person and respected what they told you.
When you practice integrity, you earn the trust and respect of your team. Your people may not always agree with you, but they’ll know you’re a person of your word.
Since being introduced to this model, I’ve incorporated integrity into every facet of my life. I haven’t achieved mastery by any stretch, but it has made me far more aware of the things I promise people—even small things like “I’ll send you a link to that website.” This increased awareness has made me a better leader, friend, and partner.
One potentially negative outcome: I’ve become impatient with people who don’t honor their word, especially peers in leadership positions. I have little sympathy for out-of-integrity colleagues who are either too forgetful or too busy to follow through on what they said they’d do.
It sounds easy, but as Werner puts it, “integrity is a mountain with no top.” As soon as you reach a certain level, you’ll find other areas of your life that are out of integrity. Maybe you told yourself you’d go to the gym three times a week. Maybe you promised to lend someone a book. These things may sound trivial, but to maximize your opportunity for performance, you must be as whole and complete as possible.
Remember: honoring your word doesn’t always mean keeping your word, though that’s what we should strive for. When you can’t keep it, let people know as soon as possible and do your best to rectify the situation with those you’ve impacted.