or little? Active or passive? If yes, first acknowledge this to yourself, then clear up any poten-
tial misunderstandings with the appropriate other person(s). For example, “Bernie, even
though I assured you that your budget would not be cut, I already knew that corporate was
planning a cut, and I knew that it would apply to everyone. I’m sorry I didn’t make that clear.”
This kind of action can surprise you. Although you may fear you have betrayed a trust, Bernie
may be grateful and trust may be enhanced in the long run.
DOING WHAT YOU SAY YOU WILL DO—KEEPING
YOUR PROMISES AS A LEADER
This is about keeping your promises and agreements—delivering on what you said you would
do (or not do). There’s an old joke that having someone to blame is nearly as good as having
a solution to the problem! Indeed, in this age of spin-doctoring, a story is sometimes offered
as a replacement for good performance. However, there is less and less room for habitual
excuse-makers in organizations today. Clarify agreements (put the important ones in writing),
keep your agreements, and make only those agreements that you are committed to keeping. If,
for some legitimate reason, you can’t keep an agreement, renegotiate promptly. Finally, accept
responsibility if you fail to meet an agreement. In this way, you contribute to developing a cul-
ture of integrity within your organization. That’s a leadership contribution and a legacy you
can be proud of.
HOW TO USE THIS LEADERSHIP TOOL
“There is no such thing as a minor lapse of integrity.”
—Tom Peters, THE TOM PETERS SEMINARWEB WORKSHEET
Most leaders are well-intentioned and want to act in an integral and ethical way. Yet, while we
judge ourselves by our intentions, others only know us through their interpretation of our
behavior. Answer the questions presented here to examine your intentions and integrity. After
you have answered the questions to your own satisfaction, you may wish to work with a trust-
ed leadership coach. In this way, you’ll have an opportunity to more clearly understand how
others might be viewing your behavior, despite your intentions.
SECTION 1 FOUNDATIONALCONCEPTS 37
When and under what circumstances are you at ease with yourself and with the way you deal with other people?What are your leadership pinch points—leadership situations in which you feel out of sync with yourself?Are there situations in your life (business, leadership, home life) in which you feel you are living a lie? Briefly describe
one such situation.Being authentic with yourself as a leader