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Private Integrity Is Being Congruent; Not Hedging, Not Sidestepping, Not Deceptive


“A liar won’t be believed, even when he speaks the reality.” -Aesop

In a 2015 Hallmark Christmas vacation film referred to as, “I am Not Prepared for Christmas” (starring Alicia Witt as Holly), we be taught that if you happen to inform lies, ultimately these lies will catch as much as you. The principle character, Holly, will not be a foul individual, however she lies and stretches the reality in an effort to keep away from the commitments she made, to keep away from disappointing others & letting them down, and to attain her personal self-absorbed targets.

Stewart Management’s LEAD NOW! (2nd ed.) e-book is an incredible teaching information with 21 competencies. A type of competencies is private integrity.

What Is Private Integrity?

“Private integrity is demonstrating constant honesty and dedication to your phrase. It’s following via to ship on what you say you’ll do. It’s exhibiting principled management and sound enterprise ethics, thereby incomes the belief of others. Private integrity is being genuine, being true to your values, and honoring the goodness in others. As a pacesetter, your single most vital attribute is being trusted” (Stewart & Stewart, 2021, p. 119-120).

“Deal with everybody you encounter with respect and professionalism. You’ll by no means remorse it. You’ll, nevertheless, remorse hasty judgments, gossip, and appearing with superiority. And that conduct will ultimately catch as much as you” (Stewart & Stewart, 2021, p. 124).

To me, what’s simply as damaging and dangerous as blatantly mendacity is an individual who’s a hedger – somebody who’s so afraid that others may dislike them they will do the next (Lombardo & Eichinger, 2009):

  • Maintain again and qualify every part

  • Don’t converse up when they need to

  • Uncertain the best way to say what must be stated so that they go bland and qualify every part

In different phrases, relatively than being clear, trustworthy, and straight-to-the-point, a hedger dances round what must be stated—sidestepping the problem—misleads others and misrepresents the purpose of the dialog.

“Construct a fame of belief. This isn’t primarily based on a single occasion or second. It’s influenced by a collection of interactions, behaviors, and experiences—all noticed by others who steadily formulate the notion of belief and honesty. With out belief, it doesn’t matter how sensible, competent, proficient, or expert you might be” (Stewart & Stewart, 2021, p. 124).

“Being seen as somebody who might be trusted, who has excessive integrity, and who’s trustworthy and truthful is crucial to being believed. It’s possible you’ll know somebody who’s clearly competent, dynamic, and inspirational, however when you have a way that that individual will not be being trustworthy, you’ll not settle for what that individual is telling you, and you’ll not willingly observe” (Kouzes & Posner, 2011, p. 18). 

“We have all seen folks with monumental functionality, robust outcomes, even typically good intent who sadly go about what they’re doing in a dishonest or unprincipled manner. It is “the ends justify the means” mentality. It results in manipulation, deceit, fraud, extortion, and scandal — to the Enrons, the WorldComs, the betrayals that destroy marriages and relationships of each sort” (Covey, 2006, p. 60).

In his e-book, The Velocity of Belief, Stephen M. R. Covey (2006) says when folks have integrity they’re congruent, that they’re “entire, seamless, the identical — inside and outside” (p. 62) and there may be “no hole between intent and conduct” (p. 62).

He writes (Covey, 2006, p. 63): 

An amazing instance of congruence is Mahatma Gandhi. At one level in his life, he was invited to talk earlier than the Home of Commons in England. Utilizing no notes, he spoke for 2 hours and introduced an basically hostile viewers to a rousing standing ovation. Following his speech, some reporters approached his secretary, Mahadev Desai, incredulous that Gandhi might mesmerize his viewers for such a very long time with no notes. Desai responded:

What Gandhi thinks, what he feels, what he says, and what he does are all the identical. He doesn’t want notes… You and I, we predict one factor, really feel one other, say a 3rd, and do a fourth, so we want notes and recordsdata to maintain monitor.

Written By: Steve Nguyen, Ph.D.

Organizational & Management Improvement Chief

Covey, S. M. R. (2006). The Velocity of Belief: the One Factor That Adjustments Every part. Free Press.

Kouzes, J. M., & Posner, B. Z. (2011). Credibility: How Leaders Acquire and Misplaced It. Jossey-Bass.

Lombardo, M. M., & Eichinger, R. W. (2009). FYI: For Your Enchancment – A Information for Improvement and Teaching (fifth ed.). Korn Ferry.

Stewart, J. P., & Stewart, D. J. (2021). LEAD NOW!: A Private Management Teaching Information for Outcomes-Pushed Leaders (2nd ed.). Web page Two Press.

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