Leadership: Organizational Authenticity vs. Integrity

Authenticity and integrity should go hand in hand - built on good old (gasp!) judeo-christian values (camoflagued if they must be, but still there). I think the vast majority of people can see BS a mile away, and don't like it at the individual or organizational level.

To be authentic seems to require integrity. While not exactly the same they are in the same family, first or second cousins if you will. Integrity connotates ethical behavior with a well grounded sense of what is right and wrong, and choosing to do what is right even when it is costly.

Organizational integrity is witnessing the company mission statement practiced when no one is looking, and evidenced by what the members do, not by a sign in the lobby. Organizational authenticity means what is felt and thought concerning the mission and purpose aligns with what is said and done on a regular basis. There is congruence and that leads me to your sustainability question.

The majority of organizations I have encountered have some level of toxicity and do not typically demonstrate integrity or authenticity. The one's that operate from a servant and/or a transformational leadership perspetive are more likely to exhibit integrity and authenticity and as a result be healthier and more sustainable.

Eric, you're right. People do see BS from a mile away and if not right away, it eventually hits them. From an internal perspective, I wonder how many people pack up and leave an organization that isn't authentic? Or do they try to rationalize?

I recognize in different countries and cultures, the reactions would be different, even between Canada and the US. What do you think? Do you think most would hash it out or say "I didn't buy in to this and I'm outta here?"

Paul, beautifully articulated!

Transformational leadership transcends the one or few individuals and instills a sense of purpose and vision in the entire organization. The power play role of leadership is more focused with their position in their 'world' than organizational authenticity / integrity.

So how does a company ensure they attract authentic leaders for sustainability and growth and to promote a culture that is based on integrity?

Donna,

That's a huge question. Just off the top of my head I'd say one needs to develop a network that runs wide and cuts deep. An awareness on the part of both leaders and organizations about what makes the other tick is a place to start.

Concerning your culture question rather than look at the top perhaps one could begin with the bottom and see what the company does for its lowest level employees. Take Ben And Jerry's for example, I believe the salary of Ben And Jerry maxes out at 8.5 times based on what their lowest paid employees make.

Leaders might ask themselves "would I be willing to perform in this (fill in the blank) position in my company, and if not why." Also "what could be done to make this person a greater asset to the organization?" Leaders who continually resist such initiatives will eventually stand out in this type of culture and eventually leave (hopefully). Leaders who adhere to this approach will look for ways to come to work for that type of company and make themselves and the organization successful.

Paul

Paul,

Yes it's a huge question but I wouldn't be doing my job if I didn't ask them. My job is to to get people to think, revisit, revamp and make choices that work better for them than the ones they're making right now. The only way they can do that is to have a better view of 'what is' so they can create what they 'want to be'. It's the job of an advisor or consultant to give the answers; mine is to ask the huge questions.

Small ones get people stopping to take notice for now but they easily push those momentary thoughts aside and go back to living the status quo. Bigger questions are not so easily ignored, at least for the long term.

Besides which would I have gotten the same response from you if I had asked the 'easy' 'small' questions? : )

There's a fine line to executive and political leadership coaching. We ask the questions which are challenging and instigate generative dialogue and change by choice, but remain non-judgmental at the same time. People react because some hidden button is pushed and that is the best indicator it's time to reinvent, recreate and rethink.

I believe there has to be a two way accountability pact or structure where both staff and leadership can ask and answer the question (in the affirmative) "Am I where I need to be to reach my level of excellence?" and "I am inspiring all those around me to reach for their level of excellence?" And can all include "...and live in alignment with my personal values and ethics?" If the people care about each other enough to ask, then they'll care enough to be authentic. Sustainable? They would be more than halfway there. There are many more questions, answers and opinions, and if you have a few I'd love to hear them as would other readers I'm sure!

Thanks for your insightful responses.

Donna,

Thank you for your encouragement!

You make an excellent point about the "huge question" and the challenge of both asking and answering it. As a psychotherapist who is currently transitioning to being a coach, your point made me think about some of the huge questions I have asked people in sessions.

You said, "My job is to to get people to think, revisit, revamp and make choices that work better for them than the ones they're making right now." So is it more difficult to work as a coach in a organizational climate where leaders are out for themselves versus the organization? If so what kinds of adjustments do you make regarding your and your client's expectations?

By the way I particularly enjoy this process and find it refreshing that you take the time to engage in this type of forum!

Paul

Paul,

Some of the psychotherapists I teach and work with have a harder time transitioning to coaching than someone who studies and learns coaching directly. Coaches live primarily in the present even as they partner with clients to invent their futures right now. Many psychotherapists have a hard time letting go of the what was, the histories and the reasons behind the behaviours. We work with the behaviours in their present worlds and contexts…

Thus, from a position of non-judgment, I look at the pieces of the puzzle. The huge questions sometimes shock clients into awareness. The choices they ultimately make are theirs and their alone to make. I don’t own their choices or successes. I support and celebrate. Is it harder to work as a coach in an organizational climate where leader are out for themselves vs the organization? Yes, definitely. Just think of what it can look like in the political realm for example if a politician is in a position for the power and not the good of the people. It’s a fine line but a very definitive one, however if I can make a difference even in one person’s world the ripple effect could go on well beyond my understanding. It might not manifest itself in the present organization but can in the next one this person chooses to work in as well as in the lives around this individual. Change is sometimes blatant and sometimes so subtle. I help change organizations one person at a time after all, we’re all individuals coming together for a common goal, or so we hope. When I help them see it’s to everyone’s benefit to work together from a position of organizational (and personal) integrity, I’ve more than achieved my purpose in that role.

As for engaging here….years ago a small piece I wrote was published in Fast Company Magazine, the physical magazine. One of the people featured in that issue called me and told me to start out on my own as I was making an impact and should make a name for myself not someone else.

I did.

I started my company the next day and have never looked back. This for me is coming full circle. When I write my own blog Perspectives (betterperspective.blogspot.com), I know I am reaching people from 111 countries and if I can help them think, grow, examine and create a life they love then the ripple effect through this forum goes well beyond my imagination.

I sent you an email earlier about our upcoming symposium. I hope you received it. I really do think you would love it. Let me know if you didn't get it and I'll resend.

Thanks Paul

Best, always!
Donna

Donna,

I operate from a systems paradigm where I am interested in what is taking place in the present and have minimal concern about the why's and historical causes of behavior. I have been told that puts me at less of a disadvantage than some who have a more clinical approach.

I have not yet received your email-please do resend.

Thanks

Paul

I operate from a systems paradigm where I am "interested in what is taking place in the present"

You'd understand why I created the Shadow Coaching™ model then. Fascinating...

The email was resent and tagged for delivery. Hopefully it'll get to you.

Best!
Donna