Honesty and Integrity 17
individual managers and how we behave when faced with decisions
which require us to combine ethical and commercial judgments. What
are our personal rules of conduct? Who else will be affected?’’^15
How important is it for leaders to have actions congruent with their
stated beliefs and ‘‘good intentions’’? Don’t just ask the head of a choco-
late company. Put the question to James, one of the twelve disciples of
Jesus: ‘‘Anyone who listens to the word but does not do what it says is
like a man who looks at his face in a mirror and, after looking at him-
self, goes away and immediately forgets what he looks like.’’ ( James
1:22–24)
SYSTEMS,SAFEGUARDS,STANDARDS
Individuals tend to exercise increased integrity and honesty when the
group culture supports these behaviors. It takes very strong individuals
to maintain these traits, particularly when they are in a position of
power, with no checks, balances, or rules.
The rule of law is repeated many times over in the Bible, as are the
actual laws. There are particularly strong warnings about abuses of
power by those in high authority, as well as commands for leaders and
followers at all levels to behave ethically.
The following passage was written by Moses, centuries before Saul
was anointed the first king of Israel. Moses was keenly aware of the
potential for abuse of power by any leader, no matter how upright.
Therefore, he suggested some safeguards, which we have too often ig-
nored in selecting our modern business and political leaders (or which
they have ignored even when they were in place):
The king... must not acquire great numbers of horses for himself or
make the people return to Egypt to get more of them... He must not
take too many wives or his heart will be led astray. He must not accumu-
late large amounts of silver and gold. When he takes the throne of his
kingdom, he is to write for himself on a scroll a copy of this law... It is
to be with him, and he is to read it all the days of his life... [He should]