Page 68 - 4- Leading_from_Within

Integrity also involves consistency of behavior, which means treating
everyone by the same set of principles. Initially, being open and honest
with others can make them uncomfortable, but consistent kindness and

caring that is demonstrated in one’s behavior will, in most cases, overcome
their resistance and lead to their trust. Integrity is likely to “win the day.”

An important dimension of integrity is the keeping of commitments. This
begins with stating what you’re going to do. The next step is then to do
what you say you’re going to do. Because they are so important to a

credible leader, commitments should be made carefully and kept at all
costs. People tend to build their hopes around promises made, particularly
promises regarding their livelihood and work environment.

Integrity is lost when you attempt to talk your way out of a commitment

you’ve broken. As we make and keep commitments, even small ones, we
begin to create an inner integrity that leads to stronger self-control and the
acceptance of more of the responsibility for our own behavior. According
to Stephen Covey, the power to make and keep commitments to ourselves is the
essence of developing the basic habits of effectiveness. An effective leader
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“practices what he/she preaches” and builds a strong commitment
throughout the staff to achieve demanding yet compelling goals.

On the other hand, a leader that has integrity but lacks competence can
often lead to a well-meaning individual who is unable to make anything
happen. This type of so-called leader can take the organization down a
dead end.

I look for three things in hiring people. The first is personal integrity, the
second is intelligence, and the third is a high energy level. But if you don’t
have the first, the second two don’t matter. Warren Buffett, CEO,
Berkshire-Hathaway.

Most scholars agree that a high level of character and integrity cannot be

taught. However, leadership training can help someone discover the level

80 Stephen R. Covey. The Seven Habits of Highly Effective People. New York: Simon & Schuster, 1989.
p. 92.

David Kolzow 68