When asked what they believe the definition of integrity is, most people say something like: being honest…doing the right thing…acting in the same manner when somebody is not watching as when they are.

While these are all elements of integrity I believe a better working definition is needed so that leaders can more intentionally operate with integrity.

A dictionary definition for integrity is the quality or state of wholeness, congruence, alignment. In other words, integrity requires completeness, consistency, and direction—but relative to what?

To demonstrate my point I often ask people if a thief can have integrity. This usually elicits a long pause during which I suggest that a thief has integrity when they are stealing. In the same way a liar has integrity when they are lying. In other words, when somebody is being true to who they are they are operating with integrity. 

So, integrity needs to be evaluated relative to a standard. This is why I struggle when somebody talks about integrity without stating a standard against which actions and behaviors are compared. 

On its own, without stating a standard, it is meaningless to suggest integrity as a guiding principle or core value. An organization might as well talk about baseball, mom, and apple pie—things that are meaningful to many Americans, but not all and certainly not all humans—than to site integrity without a defining standard.

I suggest that the mission of the organization is that standard and that the following model depicts what operating with integrity looks like:

Great leaders provide their team with inspiration, purpose, and alignment by defining the following three elements:

• Vision: Why do we exist as an organization? (destination)
• Mission: What drives our day-by-day efforts? (journey)
• Values: Which behaviors do we consider central to our brand and differentiate us as an organization?

Further, to operate with integrity a leader must ask:

• How clearly is the mission understood by the team? (Congruence—Consistency)
• How completely is it embraced? (Wholeness—Completeness)
• How consistently is it being executed? (Alignment—Direction)

Recommended reading:

Integrity: The Courage to Meet the Demands of Reality 

Dr. Henry Cloud: There are three essentials for success. The first two, craft or skill competencies and relationship building skills, are common knowledge; smart, talented people are a dime a dozen. What makes the difference is having the character not to screw it up. How many times have you seen someone whose personhood got in the way of their success? 

Herb Mast is a Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.