Shifting the Tides of Integrity

"One of the truest tests of integrity is its blunt refusal to be compromised.” ~Chinua Achebe

I faced my first professional test of leadership and integrity when I assumed the CEO position of a prominent, well-respected nonprofit early in my career. Not only was it highly regarded on a regional level, but it was also considered one of the top organizations in the network on a national level. I was excited to have been chosen to lead the organization into its next chapter.

When I assumed the role, I was already aware of some of the organization’s challenges. The previous CEO had been in place for over 25 years and was clearly a bottom-line executive. The Board of Directors had concerns about inconsistencies in finance and programming coupled with unusually high staff turnover. As is often the case when a CEO has been in place for a long time, their successor has much to unravel.

Like any new CEO, I set a plan for my first 90 days. It became apparent quickly that although the finances were problematic, we could overcome the challenge. A more difficult issue was programming. Those who had led the organization before me had dramatically inflated—service figures.

So, in addition to addressing the finance and programming issues, it was critical to develop a culture of integrity and honesty. Everyone on staff had been aware of and participated in the practice, which fostered a culture of deception.

It was a case of a bottom-line leader slipping into actions that screamed, "The end justifies the means." Although the actions were not outright illegal, they fell into deep ethical crevices and lacked integrity.

The former CEO had culturally signaled to the staff, intentionally or subconsciously, precisely what he wanted them to prioritize through his communication, actions, or decisions. In this case, it was maintaining high service figures. When the service figures decreased, he chose the short-term option of simply never culling anyone from the program instead of addressing the issue.

The staff fell victim to ethical fading, a cognitive phenomenon in which people fail to recognize or consider all the moral ramifications of their decisions1. They become so focused on other aspects, such as financial gains, personal interests, or behavioral pressures, that they unintentionally overlook or downplay the moral implications of their actions. The unusually high staff turnover was partly attributable to their unsuccessful attempts to raise and resolve these issues.

It was clear that my integrity was now at stake. Integrity is a foundational driver of any organization that hopes to endure. It reinforces all nine Leader Touchstones, which, in turn, cultivates the culture dimensions of Trust, Purpose, Vitality, and Belonging. Integrity impacts the bottom line by increasing performance, innovation, engagement, collaboration, motivation, productivity, commitment, and connection1.

I knew I had to consistently demonstrate ethical conduct and maintain high self-awareness to ensure that my decisions and behavior aligned with my moral center and would bear public scrutiny. The choices were clear, but finding the courage to act on my decisions day after day was demanding. Establishing trust with staff and stakeholders and restoring the community's support was arduous. It was not an easy time, nor was it free of setbacks, but I am proud to say that it had become a thriving organization when I moved on five years later.

References:

DeShields, J. (2023). 9 Leader Touchstones - Unleash your team’s unique potential and build a dynamic, enduring organization. Leader-First Publications.