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Integrity and transparency


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Generating a culture of integrity and transparency at the Transmission Company of Nigeria - based on work by Caswell Corporate Coaching Company

Published in: Leadership & Management

Integrity and transparency

  1. 1. INTEGRITY & TRANSPARENCY Building Trust in the Organization
  2. 2. Review  Leadership is about cooperation  Cooperation requires respect  Respect people by providing the seven motivators  Emotions trump logic all the time  Work in balanced teams  Fight bureaucracy & support the vision  Listen!
  3. 3. Review  Excellence is a balance of flexibility and control  Chaos Theory supports bottom-up management  Problem Solving is a process that can be applied as required to solve any problem  Dealing with Change is the key job of management  Deciding and Doing have separate requirements  Deciding: PAVF, Doing: OAK  Both require management of conflict  Accountability is a feedback system  Intrinsic motivation is the only motivation that really works  Performance Monitoring requires diligent care
  4. 4. Integrity & Transparency  Agenda  Defining Integrity  Building Integrity  Record of Results  Building Trust  Developing Professionalism  Protecting the interests of others  Fostering Integrity  Destroying Integrity
  5. 5. The Elephant in the Room  A Culture of Corruption  Nigeria is ranked 136 out of 175 countries on the corruption perception index with a score of 27/100. (100/100 is clean, 0/100 is very corrupt)  Buhari has launched an anti- corruption campaign to recover hundreds of billions of stolen Naira  Federal ministries believed to skim 10% or more from parastatal operating funds  Despite a highly religious culture, theft for personal gain is largely tolerated  Extort tolerance by alliance, fear or bribe
  6. 6. The Elephant in the Room  In businesses, there is little trust  Customers don’t believe their bills (e.g. estimated electricity charges)  Leaders believe the staff are on-the-take and working to skim money from the organization  Staff believe the leaders are on-the-take and working to skim money from the organizations Are you aware of activities in TCN which are questionable?
  7. 7. Integrity The quality of being honest and having strong moral principles
  8. 8. Integrity Having integrity means doing the right thing in a reliable way
  9. 9. Integrity Doing what you said you were going to do because you said you were going to do it
  10. 10. Integrity  Having morals and a moral compass  Having training, skills, knowledge and abilities  Knowing right from wrong  Ethics – right vs wrong  Quality – correct vs incorrect  Always choosing to do the right thing  Having the courage and discipline to implement the choice  Even at a personal cost  Being incorruptible  Reliable, predictable, trustworthy
  11. 11. Integrity  Integrity is a quality of character  Something people can look for in a business, leader or employee  Something we can all aspire to  Integrity requires a measurable action  Good intentions are not enough  There is no integrity unless there is a result  Integrity is not given  It is built over time by a record of consistent behavior
  12. 12. Similar Words  Reliable – worthy of trust. You can count on it to come through when you need it  Trustworthy – completely reliable
  13. 13. Elements of Integrity Integrity Purpose (Why I am here) Principles (What I stand for) Intentions (What I am up to) Results (What I have done)
  14. 14. Personal Purpose in Nigeria  According to President Olusegun Obasanjo, “What matters to most Nigerians is the 6 P’s which are pursued at all cost:  Position  Power  Possession  Plaudit  Popularity  Pleasure  Nothing else matters. With the 6 P’s he can buy anything and buy himself into anything. Honesty is disregarded, indolence is extolled, probity is derided, waste and ostentation are paraded”  Of Monks & Monkeys-The Wages of Integrity in Nigeria’s Polity. 1999. Government College Ibadan 70th Anniversary Lecture These represent a large conflict of interest in any situation of service to others!
  15. 15. Integrity of Self  How do you think of yourself?  How do you behave when no one is watching you?  Only you know your conscience  How do you decide what is right and what is wrong?  Do you have self-confidence?  Do you believe in your own abilities to make good choices?  Do you have the courage to act on these choices?  Are you able to sacrifice your personal interests in order to do the right thing?
  16. 16. Integrity in the Minds of Others  Integrity is your brand, your story, your reputation: the sum of every interaction you have had with other people  Your behaviour  It’s the only thing that matters to others  Others can’t read your mind or know your intentions  Based on reliability – repeatedly delivering  Based on trust – repeatedly doing the right things  Not just trust in human nature (based on hope)  Trust with a high degree of confidence Good intentions are not enough!
  17. 17. Integrity of a Business  Customers must trust the business to deliver on its promise If you flick the switch, will the lights come on?
  18. 18. Integrity of Leaders  Employees need to trust that leaders will  Act according to the values and purposes of the business  Demand integrity and accountability equally from all  Treat the employee with respect - always
  19. 19. Integrity of Employees  Business leaders need to trust people to do what is expected of them  There comes a time when the leader must let the follower act alone without constant supervision  Leadership, motivation, cooperation, respect, accountability are all required  But most of all: trust  The employee must have integrity in the mind of the leader
  20. 20. Integrity of Employees  From the leader’s point of view, Integrity is  A belief and trust that the employee will  Make decisions that are aligned with the corporate values and purpose  Deliver the agreed-upon performance  Supported by  Training, education, tests and apprenticeships  A history of success in increasingly challenging assignments
  21. 21. Fiduciary Duty  Applies to some employees and all executives  A legal or ethical relationship of trust  The Fiduciary acts solely in the interest of another party, the Principle  There must be no conflict of duty between Fiduciary and Principle  Personal values, principles and interests must not be in conflict  The fiduciary must not profit from the position  Behaviour of undivided loyalty  Example – doctors, financial managers, bank employees, chief executives, etc …
  22. 22. Benefits of Integrity  For the Employee  Gain the trust of the employer  Promotions and delegation of additional authority  Additional challenges and personal growth  For the Leader  Confidence to delegate more responsibility and authority to staff  More of the RIGHT things being done in a RELIABLE way
  23. 23. Developing Personal Integrity  Be clear about your personal values  Develop your professionalism and self- confidence  Make and keep commitments  Adopt the interests of others  Accept accountability for your actions  Be courageous
  24. 24. Developing Employee Integrity Recall: Demonstrate respect by ensuring the seven key motivators are provided 1. To be in control of decisions, which fall within a person’s own domains 2. To be appreciated in their personal environments or on the job, as indicated by the people important to them, especially their partners, parents or bosses, listening to them 3. To feel that in their work, they are contributing to something worthwhile in the grand scheme of things 4. To achieve success in what they are doing 5. To move, upon achieving that success, to tasks of increasing complexity or variation, i.e. to learn 6. To feel that they are growing from that learning 7. To be allowed to make mistakes, since mistakes create the deepest learning imprint (allowing mistakes permits people to take the risk to open new doors)
  25. 25. Respect/Integrity Alignment # The Motivator …. Supports Integrity by … 1 To be in control of decisions Showing trust in the employee 2 To be appreciated Building self-confidence 3 To feel that they are contributing to something worthwhile Sharing values and purpose 4 To achieve success in what they are doing Providing accountability and feedback 5 To move to tasks of increasing complexity or variation, i.e. to learn Showing belief in reliability and increasing trust 6 To feel that they are growing from that learning Building self-confidence 7 To be allowed to make mistakes Showing belief in employee and that acceptance of accountability and personal growth is a good thing
  26. 26. Developing Employee Integrity Values & Principles Ensure these are defined and communicated to all Training & Education Ensure employees have the ability to do the RIGHT thing the RIGHT way Accountability Responsibility & authority aligned Recorded agreement on what is the RIGHT behavior Recorded commitments to do the job Performanc e Records showing the RIGHT behavior Feedback on the performance Consequences for not meeting commitments Confidence Motivation Trust
  27. 27. Values and Principles  Values and principles provide a foundation for employee decisions when confronted with change  This happens all the time  The values and principles of the business must be communicated to all  Leaders should communicate these all the time  Its not enough to put them on the web site and forget about them  Leaders have to demonstrate these values and principles in action
  28. 28. Training and Education  Employees can’t be expected to do the right things reliably if they have not been trained to do the right thing  How to make decisions  How to behave  How to lead  How to perform  Ensure the training and education matches the expected performance
  29. 29. Accountability  Ensure the desired performance is clear  Get written commitment on the performance  Hold employees accountable for commitments  Provide frequent feedback  Positive feedback increases motivation and reinforces the behaviour  Negative feedback helps corrects behaviour before it becomes a problem  If there is only negative feedback, review the other elements  Missing commitments should be uncomfortable  “Resources are paid for results, not excuses.”
  30. 30. Performance  Results are the important thing  Keep records of commitments and results  Prove and reward consistent reliable performance  Frequent feedback is important  Seek information on performance from others  LISTEN to customers, suppliers employees at all levels  Provide anonymous methods of feedback, suggestion boxes  Implement a “Whistle Blower Protection” policy  Be transparent and communicate the action taken on EVERY suggestion/comment  Keep performance visible – don’t ignore the elephant!  Ensure there are consequences for poor performance happen quickly and are proportional with the fault  Celebrate successes!  Reward consistent good performance
  31. 31. Breakdowns in Integrity  The company can have part of the blame  Didn’t communicate business values and principles sufficiently  Didn’t train people appropriately  Didn’t set up the accountability (responsibility and authority) when delegating or assigning people to jobs  Didn’t have the courage to hold people accountable  Didn’t put performance monitoring processes in place to provide feed back and ensure the right things are done  In essence – guilty of poor leadership
  32. 32. Alignment of Values & Interests Personal Values & Interests Busine ss Values & Interest s Personal Values & Interests Busines s Values & Interests Personal Values & Interests Business Values & Interests
  33. 33. Breakdowns in Values  Breakdown in values  Business interest is to see funds are well used for the mission and vision  But I’m poor and want to survive  The company has money  I can take from the company for personal gain  All I have to do is lie  For example: I’ll submit fake expenses and claim I travelled when my intention is to not travel and pocket the money  The wrong thing is done
  34. 34. Broken Values  More serious case of broken values  My responsibility and authority is to manage the department/business unit to deliver on the mission & vision  My intentions are to enrich myself and my friends  All I have to do is abuse my authority  I’ll put bogus contracts in place and get the company to pay for them. The money will go to my friends and I’ll get a large chunk of that.  I’ll bribe the auditors and pass the money around so no one will verify that nothing was ever delivered.  The wrong thing is done
  35. 35. Different Intentions  Breakdowns in intentions  My boss is after me to do some work  To shut him up, I lie and agree to do the job but I don’t want to and have no intention of doing it  I’ll offer a few excuses and delay  He never checks so the issue will go away over time  The right thing isn’t done
  36. 36. Different Intentions  Breakdowns in intentions  The company has vehicles which are required for company business.  I have access to the vehicle and need to move a load of fire wood to my village. I can take the company vehicle and use it. If it breaks, the company can pay for it. No one will know.  The wrong thing is done
  37. 37. Breakdown in Purpose  Breakdowns in purpose  I was given this job but I don’t know what to do  I want to keep the job so I raise trouble anytime anyone questions me  My boss is a push-over so I can get away with it  The right things are not getting done
  38. 38. Solving Integrity Issues  Right things not getting done  Verify values – do people understand the values and act accordingly?  Verify job description – is it clear?  Verify training – is the employee capable or being pushed too far?  Review accountability  Are the right measures being tracked?  Is feedback being provided?  Are there consequences for bad behaviour and missed commitments?  Low Reliability  Review motivation  Are the 7-elements of motivation/respect being applied?  Review performance of supervisors (motivation is the leader’s responsibility)
  39. 39. Get to the Root Cause  Ask why five times  Example – apparent fraudulent action taken  Why was the job not done right?  Employee took action without authority and didn’t follow the correct process for handling cash  Why did the employee make a poor choice?  Employee wasn’t aware of the authority limits or the cash management policy  Why was the employee not aware of the procedure?  No training on the process was provided in that region since the employee was hired  Why was the training not provided?  Training plans and policy were not followed due to budget constraints  Correct response  Institute immediate training on policies and procedures in that region
  40. 40. Corrections  In the worst case  Criminal activity should be brought to the police  Deliberate cases of breaches of trust  Job action  Dismissal with cause is it can be proven  Good intentions gone astray  Possible job action – demotion, suspension, probation  Retraining, reassignment  Job or process redesign  Review the processes of Respect in the workplace  Learn and fix the root cause
  41. 41. Transparency  If integrity is doing what you said you would do because you said you would do it, then  Transparency is saying  What you are going to do  How you are going to do it and  Demonstrating that you have done it
  42. 42. Failures in Transparency  Not saying what you are going to do  Hiding purpose and intentions  Avoiding accountability  Not saying how you are going to do it  Hiding intentions  Not showing what you have done  Avoiding accountability  These actions indicate  A lack of self confidence or  Direct efforts to hide unreliable or wrong actions  These actions kill your integrity
  43. 43. How to be Transparent  Say what you are going to do and how you will do it  For the business  Publish plans and budgets – let people know  Involve stakeholders to ensure alignment of interests  Publish a record of decisions and the rationale for them  For individuals  Work with supervisors to ensure alignment of interests  Agree on quarterly or yearly action plans  Share your plans with colleagues and peers
  44. 44. How to be Transparent  Show that you have done it  Ensure there is effective oversight of your actions  Don’t force people to take your word for it  Document/Publish your record  Build on successes  Don’t hide failures. Instead demonstrate learning and improvement (be professional)  Keep records and proof of performance  Get external validation  Stakeholders, customers, suppliers and employees  Be Proud!
  45. 45. Review  Integrity is doing the right thing reliably  Transparency is saying what you are going to do and showing that you did it  Integrity is a quality of character that has value  Individuals and businesses can develop their personal integrity  Business can foster integrity through good leadership and respect
  46. 46. Final Word  Good intentions are not enough  If it is important to you, take action  Put systems in place  Lead your staff