Organizational Integrity: Learning to Change

by Ron

For the next few Monday posts, I want to provide some snapshots into what makes up organizational integrity.

To have a great organization, integrity must be widespread. It won’t do to be a saintly leader of highest integrity if the rest of the team consists of liars, backbiters, and thieves. Integrity must exist from top to bottom. There are some key qualities that need to be modeled by leadership in order for an organization to embrace integrity.

Last week we started with Prioritizing People-Development. This week we explore Prioritizing People-Development.

Prioritizing People-Development

Another way a leader builds team integrity is through a willingness to make changes. How does a leader do that? How does a leader react when challenged or confronted by peers or subordinates?

Tom Peters is no stranger to change. He insists that embracing change is the single most competitive weapon in business. He suggests the following major points to help leaders effect change:

  • “Trust/respect/don’t underestimate potential.
  • Insist upon (and promote) lifelong learning.
  • Share information.
  • Get customers involved.
  • Emphasize ‘small wins.’
  • Tolerate failure to the point of cheerleading.
  • Reject ‘turf’ distinctions.”

Embracing change is the single most competitive weapon in business. Are you willing to change? How do you react when you are challenged or confronted?

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