Integrity … is there an on and off switch?

I was talking with friends today and the topic of integrity came up. We all know people that seem to have two approaches in dealing with people that they use as the situation warrants. They play the thoughtful, caring, business person when dealing with superiors but then play the forgetful, deceiving, manipulative person in group settings; all to shape their own agenda or outcome.

What strikes me is that people who act this way often describe themselves as having integrity; someone that can be trusted and sought out for advice and counsel. The truth is that people who flip from one method to another aren’t being honest with themselves or the people they work with. And what is amazing is that they really believe that they are people of integrity and character. Integrity isn’t something that you can turn on and off as the situation suits.

In addition some people think there is line that exists between “personal” and professional integrity. There is only one kind of integrity- the kind that you either have or you don’t. We have all seen executives treat the wait staff poorly at a business dinner but then turn back to the table and act as if they are the embodiment of business wisdom. Or the married executive that gets too promiscuous on a business trip or tells truly offensive jokes. The truth is, if they behave this way in their personal life, they will eventually do the same in business. They’ll act without integrity if they can do so without censure, not because they do what is right even when nobody is looking.

The challenge is how to deal with these people in business settings. This can be daunting when they are high ranking executives. I have seen people of this ilk breed mini clones of themselves – I call it the “mini-me” syndrome. I also think that people emulate behavior that is rewarded by management, even negative behavior, resulting in some organic breeding.

The very real issue is that integrity-when-convenient behavior impacts progress in companies and it alienates people. I have seen IT priorities get side tracked, teams get realigned, and focus turned inward. What happens next is predictable. Good people leave, teams suffer, and progress is slowed.

Combating this behavior is tricky. You have to build strong relationships inside your firm. Make sure that people understand your priorities. Show them how they are aligned with the business. And yes, meet often with the problem people. Try and understand their issues and concerns. See where you aren’t in alignment and plan your strategy. If the gaps are strategically critical develop an action plan to work through your differences; if they aren’t then let them go. Don’t fight all the battles.

It takes patience, time, and money to do so. And you have to have support somewhere in executive management. Frankly, if you don’t, you’d better be in the market for a job because your days are numbered. This isn’t easy work and every firm has one or two people in influential roles that fit this profile. Let me know how you deal with them… we can all benefit from the collective experience.

For more in-depth information , contact Northfield Technology for a consulation.