Download - Integrity and transparency
INTEGRITY & TRANSPARENCYBuilding Trust in the Organization
Review Leadership is about cooperation Cooperation requires respect Respect people by providing the seven
motivators Emotions trump logic all the time Work in balanced teams Fight bureaucracy & support the vision Listen!
Review Excellence is a balance of flexibility and control Chaos Theory supports bottom-up management Problem Solving is a process that can be applied as
required to solve any problem Dealing with Change is the key job of management Deciding and Doing have separate requirements
Deciding: PAVF, Doing: OAK Both require management of conflict
Accountability is a feedback system Intrinsic motivation is the only motivation that really
works Performance Monitoring requires diligent care
Integrity & Transparency Agenda
Defining Integrity Building Integrity
Record of Results Building Trust Developing Professionalism Protecting the interests of others
Fostering Integrity Destroying Integrity
The Elephant in the Room A Culture of Corruption
Nigeria is ranked 136 out of 175 countries on the corruption perception index with a score of 27/100. (100/100 is clean, 0/100 is very corrupt)
Buhari has launched an anti-corruption campaign to recover hundreds of billions of stolen Naira
Federal ministries believed to skim 10% or more from parastatal operating funds
Despite a highly religious culture, theft for personal gain is largely tolerated Extort tolerance by alliance, fear
or bribe
The Elephant in the Room In businesses, there is little trust
Customers don’t believe their bills (e.g. estimated electricity charges)
Leaders believe the staff are on-the-take and working to skim money from the organization
Staff believe the leaders are on-the-take and working to skim money from the organizations
Are you aware of activities in TCN which are questionable?
Integrity
The quality of being honest
and having strong moral principles
Integrity
Having integrity means doing the right thing
in a reliable way
Integrity
Doing what you said you were going to do
because you said you were going to do it
Integrity Having morals and a moral compass Having training, skills, knowledge and abilities Knowing right from wrong
Ethics – right vs wrong Quality – correct vs incorrect
Always choosing to do the right thing Having the courage and discipline to implement
the choice Even at a personal cost
Being incorruptible Reliable, predictable, trustworthy
Integrity Integrity is a quality of character
Something people can look for in a business, leader or employee
Something we can all aspire to Integrity requires a measurable action
Good intentions are not enough There is no integrity unless there is a result
Integrity is not given It is built over time by a record of
consistent behavior
Similar Words Reliable – worthy of trust. You can count
on it to come through when you need it Trustworthy – completely reliable
Elements of Integrity
Integrity
Purpose(Why I
am here)
Principles
(What I stand for)
Intentions
(What I am up
to)Results (What I have done)
Personal Purpose in Nigeria According to President Olusegun Obasanjo, “What matters to
most Nigerians is the 6 P’s which are pursued at all cost: Position Power Possession Plaudit Popularity Pleasure
Nothing else matters. With the 6 P’s he can buy anything and buy himself into anything. Honesty is disregarded, indolence is extolled, probity is derided, waste and ostentation are paraded”
Of Monks & Monkeys-The Wages of Integrity in Nigeria’s Polity. 1999. Government College Ibadan 70th Anniversary Lecture
These represent a large conflict of interest in any
situation of service to others!
Integrity of Self How do you think of yourself?
How do you behave when no one is watching you?
Only you know your conscience How do you decide what is
right and what is wrong? Do you have self-confidence?
Do you believe in your own abilities to make good choices?
Do you have the courage to act on these choices?
Are you able to sacrifice your personal interests in order to do the right thing?
Integrity in the Minds of Others Integrity is your brand, your story, your reputation: the
sum of every interaction you have had with other people Your behaviour
It’s the only thing that matters to others Others can’t read your mind or know your intentions Based on reliability – repeatedly delivering Based on trust – repeatedly doing the right things
Not just trust in human nature (based on hope) Trust with a high degree of confidence
Good intentions are not enough!
Integrity of a Business Customers must trust the business to
deliver on its promise
If you flick the switch, will the lights come on?
Integrity of Leaders Employees need to trust that leaders will
Act according to the values and purposes of the business
Demand integrity and accountability equally from all
Treat the employee with respect - always
Integrity of Employees Business leaders need to trust people to
do what is expected of them There comes a time when the leader must
let the follower act alone without constant supervision
Leadership, motivation, cooperation, respect, accountability are all required
But most of all: trust The employee must have integrity in the
mind of the leader
Integrity of Employees From the leader’s point of view, Integrity
is A belief and trust that the employee will
Make decisions that are aligned with the corporate values and purpose
Deliver the agreed-upon performance Supported by
Training, education, tests and apprenticeships A history of success in increasingly challenging
assignments
Fiduciary Duty Applies to some employees and all executives A legal or ethical relationship of trust The Fiduciary acts solely in the interest of another
party, the Principle There must be no conflict of duty between Fiduciary and
Principle Personal values, principles and interests must not be in
conflict The fiduciary must not profit from the position
Behaviour of undivided loyalty Example – doctors, financial managers, bank
employees, chief executives, etc …
Benefits of Integrity For the Employee
Gain the trust of the employer Promotions and delegation of additional
authority Additional challenges and personal growth
For the Leader Confidence to delegate more responsibility
and authority to staff More of the RIGHT things being done in a
RELIABLE way
Developing Personal Integrity Be clear about your personal values Develop your professionalism and self-
confidence Make and keep commitments Adopt the interests of others Accept accountability for your actions Be courageous
Developing Employee IntegrityRecall: Demonstrate respect by ensuring the seven key motivators are provided
1. To be in control of decisions, which fall within a person’s own domains 2. To be appreciated in their personal environments or on the job, as
indicated by the people important to them, especially their partners, parents or bosses, listening to them
3. To feel that in their work, they are contributing to something worthwhile in the grand scheme of things
4. To achieve success in what they are doing5. To move, upon achieving that success, to tasks of increasing
complexity or variation, i.e. to learn6. To feel that they are growing from that learning7. To be allowed to make mistakes, since mistakes create the deepest
learning imprint (allowing mistakes permits people to take the risk to open new doors)
Respect/Integrity Alignment# The Motivator …. Supports Integrity by …
1 To be in control of decisions Showing trust in the employee
2 To be appreciated Building self-confidence3 To feel that they are contributing
to something worthwhileSharing values and purpose
4 To achieve success in what they are doing
Providing accountability and feedback
5 To move to tasks of increasing complexity or variation, i.e. to learn
Showing belief in reliability and increasing trust
6 To feel that they are growing from that learning
Building self-confidence
7 To be allowed to make mistakes Showing belief in employee and that acceptance of accountability and personal growth is a good thing
Developing Employee Integrity
Values & PrinciplesEnsure these are defined and communicated to all
Training & EducationEnsure employees have the ability to do the RIGHT thing the RIGHT way
AccountabilityResponsibility & authority alignedRecorded agreement on what is the RIGHT behaviorRecorded commitments to do the job
PerformanceRecords showing the RIGHT behaviorFeedback on the performanceConsequences for not meeting commitments
Confidence
Motivation
Trust
Values and Principles Values and principles provide a foundation for
employee decisions when confronted with change This happens all the time
The values and principles of the business must be communicated to all Leaders should communicate these all the time
Its not enough to put them on the web site and forget about them
Leaders have to demonstrate these values and principles in action
Training and Education Employees can’t be expected to do the
right things reliably if they have not been trained to do the right thing How to make decisions How to behave How to lead How to perform
Ensure the training and education matches the expected performance
Accountability Ensure the desired performance is clear
Get written commitment on the performance Hold employees accountable for commitments
Provide frequent feedback Positive feedback increases motivation and reinforces
the behaviour Negative feedback helps corrects behaviour before it
becomes a problem If there is only negative feedback, review the other
elements Missing commitments should be uncomfortable
“Resources are paid for results, not excuses.”
Performance Results are the important thing
Keep records of commitments and results Prove and reward consistent reliable performance Frequent feedback is important
Seek information on performance from others LISTEN to customers, suppliers employees at all levels
Provide anonymous methods of feedback, suggestion boxes Implement a “Whistle Blower Protection” policy Be transparent and communicate the action taken on EVERY
suggestion/comment Keep performance visible – don’t ignore the elephant! Ensure there are consequences for poor performance happen
quickly and are proportional with the fault Celebrate successes! Reward consistent good performance
Breakdowns in Integrity The company can have part of the blame
Didn’t communicate business values and principles sufficiently
Didn’t train people appropriately Didn’t set up the accountability (responsibility and
authority) when delegating or assigning people to jobs
Didn’t have the courage to hold people accountable Didn’t put performance monitoring processes in place
to provide feed back and ensure the right things are done
In essence – guilty of poor leadership
Alignment of Values & Interests
Personal Values & Interests
Business
Values &
Interests
Personal Values & Interests
Business Values & Interests
Personal Values
&
Interests
Business Values & Interests
Breakdowns in Values Breakdown in values
Business interest is to see funds are well used for the mission and vision
But I’m poor and want to survive The company has money I can take from the company for personal gain All I have to do is lie
For example: I’ll submit fake expenses and claim I travelled when my intention is to not travel and pocket the money
The wrong thing is done
Broken Values More serious case of broken values
My responsibility and authority is to manage the department/business unit to deliver on the mission & vision
My intentions are to enrich myself and my friends All I have to do is abuse my authority
I’ll put bogus contracts in place and get the company to pay for them. The money will go to my friends and I’ll get a large chunk of that.
I’ll bribe the auditors and pass the money around so no one will verify that nothing was ever delivered.
The wrong thing is done
Different Intentions Breakdowns in intentions
My boss is after me to do some work To shut him up, I lie and agree to do the job
but I don’t want to and have no intention of doing it
I’ll offer a few excuses and delay He never checks so the issue will go away
over time The right thing isn’t done
Different Intentions Breakdowns in intentions
The company has vehicles which are required for company business.
I have access to the vehicle and need to move a load of fire wood to my village. I can take the company vehicle and use it. If it breaks, the company can pay for it. No one will know.
The wrong thing is done
Breakdown in Purpose Breakdowns in purpose
I was given this job but I don’t know what to do
I want to keep the job so I raise trouble anytime anyone questions me
My boss is a push-over so I can get away with it
The right things are not getting done
Solving Integrity Issues Right things not getting done
Verify values – do people understand the values and act accordingly?
Verify job description – is it clear? Verify training – is the employee capable or being pushed too far? Review accountability
Are the right measures being tracked? Is feedback being provided? Are there consequences for bad behaviour and missed commitments?
Low Reliability Review motivation
Are the 7-elements of motivation/respect being applied? Review performance of supervisors (motivation is the leader’s
responsibility)
Get to the Root Cause Ask why five times
Example – apparent fraudulent action taken Why was the job not done right?
Employee took action without authority and didn’t follow the correct process for handling cash
Why did the employee make a poor choice? Employee wasn’t aware of the authority limits or the cash management
policy Why was the employee not aware of the procedure?
No training on the process was provided in that region since the employee was hired
Why was the training not provided? Training plans and policy were not followed due to budget constraints
Correct response Institute immediate training on policies and procedures in that region
Corrections In the worst case
Criminal activity should be brought to the police Deliberate cases of breaches of trust
Job action Dismissal with cause is it can be proven
Good intentions gone astray Possible job action – demotion, suspension, probation Retraining, reassignment Job or process redesign Review the processes of Respect in the workplace Learn and fix the root cause
Transparency If integrity is doing what you said you
would do because you said you would do it, then
Transparency is saying What you are going to do How you are going to do it and Demonstrating that you have done it
Failures in Transparency Not saying what you are going to do
Hiding purpose and intentions Avoiding accountability
Not saying how you are going to do it Hiding intentions
Not showing what you have done Avoiding accountability
These actions indicate A lack of self confidence or Direct efforts to hide unreliable or wrong actions
These actions kill your integrity
How to be Transparent Say what you are going to do and how you will
do it For the business
Publish plans and budgets – let people know Involve stakeholders to ensure alignment of interests Publish a record of decisions and the rationale for
them For individuals
Work with supervisors to ensure alignment of interests Agree on quarterly or yearly action plans Share your plans with colleagues and peers
How to be Transparent Show that you have done it
Ensure there is effective oversight of your actions Don’t force people to take your word for it
Document/Publish your record Build on successes Don’t hide failures. Instead demonstrate learning and
improvement (be professional) Keep records and proof of performance
Get external validation Stakeholders, customers, suppliers and employees
Be Proud!
Review Integrity is doing the right thing reliably Transparency is saying what you are
going to do and showing that you did it Integrity is a quality of character that
has value Individuals and businesses can develop
their personal integrity Business can foster integrity through
good leadership and respect
Final Word Good intentions are not enough
If it is important to you, take action Put systems in place Lead your staff