Creating A Culture Of Integrity As A Leader

How Centered Integrity is the Antidote Leaders Need Now The recent HBR issue is entitled, “A Playbook for Courageous Leadership: Uncertain times call for bold action.” It reflects the stress that current business conditions are placing on leaders. But what is the impetus of that bold action? The qualities for identifying and championing it? Most importantly, as a leader, how do you focus those around you on it? As someone whose coachsulting™ practice is based on values-based leadership, I would argue that the answer is “centered integrity”. Centered integrity is the quiet superpower of senior leadership. It doesn’t trend on earnings calls or headlines or splashy presentations, yet it determines who’s still trusted after the cycle turns. Centered integrity is not perfection. It’s the disciplined habit of aligning decisions with your core principles, especially when no one is watching and when speed would be easier than truth. It’s knowing the difference between being strategic and being slippery. It’s the willingness to say, “Here’s what we know, here’s what we don’t, and here’s what we’ll do next.” Leaders rooted in principled clarity don’t need to prove, defend, or perform. Their life and leadership speak for themselves. Over time, people stop evaluating their statements and start betting on their character. Results still matter, of course, but credibility compounds. You attract talent that wants to build, investors who stay through weather, and teams who volunteer the hard facts early because they trust you’ll meet reality with respect. These results could not be more treasured than now. So how does one access centered integrity? Like most skills and attributes, the best avenue is practice. Here are some ways you can put the concept of centered integrity into action this week: • Name the non-negotiables before the fire drill. Example: “We will never announce a reorg before directly addressing teammates who will be impacted first.” • Tell the unvarnished truth once, clearly, and early. In other words, state the miss, name the root cause, and take accountability. • Choose one meeting to ask, “What risk aren’t we discussing?” Remember, inaction still has consequences, and courage is contagious. • Close with commitments you’re actually willing to be measured on. This reinforces that you can be counted on to speak clearly and act decisively. Power tests power. Character refines it. If you stay true to yourself when it’s hardest, you won’t need a spotlight because the work will illuminate you. And when the dust settles, the leaders left standing are the ones who stood for something. That’s the long game, and it always outperforms shortcuts.

I was asked in an interview recently how do you build culture in an organization. My thoughts. 1. Align Culture with Organizational Strategy • Define the Desired Culture: Start by identifying the behaviors, mindsets, and attitudes that will support your organization’s strategic objectives. • Communicate the “Why”: Ensure employees understand how cultural values connect to the company’s purpose and success. Clear messaging from leadership about how behaviors tie to business outcomes is crucial. 2. Embed Values into Everyday Practices • Recruitment and Onboarding: Hire people whose values align with the organization’s. Reinforce cultural expectations from day one. • Performance Management: Build values into goal-setting, feedback, and evaluation processes. Recognize and reward employees who exemplify the desired culture. • Leadership Modeling: Leaders must embody the culture in their actions, decisions, and communication. Culture flows from the top down. 3. Build Systems that Reinforce Culture • Recognition Programs: Celebrate employees who demonstrate behaviors aligned with company values — not just top performers but also those who uphold integrity, innovation, or teamwork. • Training and Development: Provide learning opportunities that reinforce cultural values. For example, if adaptability is key, offer change management workshops. • Policies and Processes: Ensure HR practices (e.g., promotion, performance reviews, and rewards) reinforce the desired culture. 4. Empower Employees to Drive Culture • Culture Champions: Identify and empower employees across levels to model and promote cultural behaviors. • Employee-Led Initiatives: Create space for employees to suggest ideas that align with the organization’s values 5. Reinforce Culture Through Communication • Storytelling: Share real examples of employees living the culture in newsletters, meetings, or company-wide platforms. • Rituals and Routines: Develop meaningful traditions that reinforce values. 6. Measure and Evolve the Culture • Employee Feedback: Regularly gather input through engagement surveys, focus groups, or one-on-ones to assess cultural alignment. • Track Cultural Metrics: Use data like retention rates, (eNPS), and performance outcomes to measure cultural success. • Adapt as Needed: Culture isn’t static. Reassess as business strategies evolve to ensure alignment. Key Takeaway: An amazing culture is built when values are embedded into how the organization operates — from hiring to leadership behavior, performance management, and recognition. When culture directly supports strategy, it becomes a driving force for employee engagement, retention, and business success.

If you have to remind people you’re in charge, you’re already behind. Leadership by example isn’t a style—it’s a standard. It’s showing up early. Owning mistakes. Doing the hard things you ask of others. It’s choosing the harder right over the easier wrong, even when no one’s watching. The fact is, people don’t follow instructions. They follow behavior. They watch how you handle pressure, how you treat people, how you respond when things go sideways. And they decide—consciously or not—whether you’re worth following. Left of Leadership is where that credibility is built. Not in speeches or strategy decks, but in the daily grind. In the way you carry yourself when the stakes are low. In the way you model what you expect—before you ever demand it. If you want a team that takes ownership, start by showing them what ownership looks like. If you want a culture of accountability, be the first to raise your hand. If you want trust, earn it—one action at a time. Because when the pressure hits, your team won’t rise to your words. They’ll rise to your example.

Accountability shouldn't be about assigning blame; it should be about lifting others to perform at their best. In a fighter squadron, we learned that accountability could be the difference between success and failure. It goes beyond personal responsibility; it's about fostering a culture of trust and collaboration to ensure each of us performs at our best.   Even though talking about our mistakes never really feels comfortable, we can learn to shift our mindset about accountability . . . to view it instead as an opportunity to learn, improve, and develop our capabilities.   As leaders, we also have a responsibility to shift the narrative: ✅ Lead by example: Demonstrate accountability in your own actions and decisions. ✅ Create psychological safety: Establish an environment where team members can provide feedback and admit mistakes without blame or shame. ✅ Foster a learning culture: Encourage a culture where mistakes and failures are seen as opportunities for growth and improvement. When we hold ourselves and our team accountable with a focus on lifting others and elevating the performance of our team, then we create an environment where our team can excel. #leadership #accountability #teamwork #LeadWithCourage

Leadership Without Excuses! Integrity is the cornerstone of great leadership, and few things define a leader’s character more than their ability to own their actions without excuses. Leaders who take full responsibility for their decisions, both good and bad, foster trust, accountability, and respect within their teams. However, the moment an apology is diluted with an excuse, its power is lost. Why Owning Your Actions Matters in Leadership. In leadership, mistakes are inevitable. What sets great leaders apart is how they respond when things go wrong. Do they shift blame, make justifications, or downplay their role? Or do they step up, acknowledge the mistake, and commit to making it right? Excuses Undermine Credibility. When leaders add an excuse to an apology, "I'm sorry, but..." they are subtly deflecting responsibility. Instead of demonstrating accountability, they create doubt. Employees and colleagues respect leaders who admit when they are wrong and work toward solutions rather than those who justify missteps. Apologies Without Excuses Build Trust. A sincere, excuse-free apology shows strength and humility. When a leader says, "I made a mistake, and I take full responsibility for it," they model accountability, setting the tone for the entire team. This transparency fosters a culture of honest communication and psychological safety where team members feel empowered to take ownership of their own actions. Accountability Fuels Growth and Improvement. Owning your actions isn’t just about making things right, it’s about learning and evolving. Excuses prevent growth because they shift focus away from the real issue. Leaders who acknowledge their mistakes can reflect, adapt, and lead more effectively in the future. How to Apologize Like a True Leader. If you need to apologize as a leader, keep it simple and powerful: ✅ Acknowledge the mistake – "I made an error in judgment." ✅ Take full responsibility – "This was my decision, and I own the outcome." ✅ Express genuine remorse – "I understand that this affected the team, and I regret that." ✅ Commit to improvement – "Here’s what I’m doing to ensure this doesn’t happen again." Avoid phrases like: ❌ "I’m sorry, but if circumstances were different..." ❌ "I didn’t mean for this to happen..." ❌ "I was just following what I thought was best at the time..." Leading With Integrity: No Excuses, Just Ownership. The best leaders understand that owning their actions is not a sign of weakness but of strength. They recognize that accountability is not just about admitting mistakes, it’s about setting a standard for the entire organization. When leaders model true integrity by taking responsibility, they inspire their teams to do the same. Never ruin an apology with an excuse. Own it, learn from it, and move forward with integrity. That’s what true leadership is all about.

The best leaders don’t just set goals for their companies. They set agreements with themselves. Because the culture of any team is shaped first by the standards of its leader. When you manage your words, your reactions, your assumptions, and your effort, you create a framework others can trust. 1. Speak with clarity — your words set the tone for alignment and accountability. 2. Don’t internalize every reaction — most criticism reflects someone else’s story, not your truth. 3. Replace assumptions with questions — clarity removes friction and accelerates decision-making. 4. Commit to your best effort — consistency inspires trust more than any title ever will. When CEOs live by these principles, they move beyond authority. They become an example. And that example becomes the invisible structure that holds an organization together. Great companies are built on strategy. Enduring companies are built on leadership integrity.