Integrity remains a strong underlying factor driving long-term business results. Research shows companies with cultures built on trust and accountability tend to experience stronger employee engagement, higher customer loyalty and more sustainable business performance. Companies don’t have to compromise their values to build profitable, high-performing enterprises. But even though integrity is a common organizational value, many companies struggle to live up to it in practice.
The Business Case for Integrity
From entertainers and sports figures to leaders of the highest echelons of politics and business, the headlines are full of famous names facing tests of their integrity. In fact, many Americans think we are facing a crisis of integrity.
We set out to find out if integrity is still important in business.
What we found is that almost everyone desires integrity in the workplace, but there is a gap between what organizations value and what they see in their workplace.
Here are some of the findings from our Integrity in Selling Study™:
95% of those surveyed said integrity is one of their organizational values.
72% agreed that employees at all levels operate with honesty, integrity and respect for others.
38% believe that employees cannot be trusted to keep their promises and commitments.
As much as people call for integrity and honesty, the evidence shows some people are still willing to cheat or cut corners if they see opportunity to gain a personal advantage.
This gap can result in serious consequences, because integrity influences a number of key business factors, including:
- employee retention
- business relationships
- customer trust and loyalty
- productivity and collaboration
- reputation
- sales performance
- long-term growth
Integrity isn’t just a value. It’s a Performance Advantage. See for Yourself.
Why Integrity Breaks Down in the Workplace
According to research, people tend to justify their dishonesty with a type of internal gauge. They don’t cheat as much as they can get away with. Instead, they cheat up to the point at which they can continue to believe that they are good people.
In other words, when the opportunity to cheat presents itself, it’s as if there’s a conflict between their desire to maintain a positive self-image by behaving honestly and their desire to advance their self-interest.
In fact, this gap between our desired behavior and our actual actions is fairly common. In the business context, when an employee is faced with a moral decision, they will look to the example of others in the organization to understand what’s considered accepted behavior.
This is why leaders modeling the values and behaviors they want to see embedded in their organizations is so critical. EthicalSystems.org reports lab experiments have shown that when people see others like them (e.g., their peers, or people they feel similar to) behaving unethically, they are more likely to cheat themselves.
Ethical leaders are not just the example; they also coach, support, recognize and reward ethical behaviors among their teams, encouraging those behaviors in everyday actions.
That shows up in how salespeople build trusting relationships with their customers. When customers know their sales reps have their best interests at heart, they want to do business with them. And they will refer their colleagues and peers to them as well.
Key Takeaways
- Integrity builds trust.
- Leaders establish ethical norms.
- Culture influences employee behavior.
- Integrity is not a tradeoff for sales performance.
- Customers want to do business with ethical people and organizations.
- Leaders should reward both results and ethical conduct.
- Integrity supports long-term business success.
Four Ways Leaders Can Build a Culture of Integrity
To create a healthier environment for integrity:
- Walk the Talk. The leader’s actions set the tone for what’s acceptable, which is why leaders at all levels of the organization must lead with values-based, ethical behavior. This has a powerful effect on creating trust and influencing employee decisions when an opportunity to cross ethical boundaries presents itself.
- Get to Know Your Team Members. People differ not just in levels of personal integrity but also in their Behavior Styles, what resonates most with them, how they react in certain situations and the choices they make depending on contextual triggers. Knowing your team members and where they’re coming from makes it easier to communicate, build trust and speak to their motivations.
- Look for the Gaps. Consider both the formal and the informal structures within the organization. The values may say one thing, but actual behavior will always send a stronger message about what is important and what is acceptable.
- Develop a Culture that Values Integrity, Not Just Metrics. Commitment, trustworthiness, growth, the ability to learn and collaborate—these are all critical to achieving outcomes. Balance a bottom-line mentality with an emphasis on doing the right thing by your customers and your teammates. The results will follow.
You can’t sustain performance without a commitment to integrity. Get in touch for a customized plan.
Why Integrity Still Matters Today
Integrity creates the trust, accountability and culture that enable long-term results. Leaders who consistently model ethical behavior build stronger teams who create more mutually beneficial value for their customers and drive greater loyalty. These are the organizations with staying power.
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