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