Phil sent this question about The Integrity Course and gave me permission to share it with you.
 
I don't know if I can handle complete integrity.  I get an offer that includes something questionable, and I bend the rules – or so it feels.  I have had 'sinful nature' hovreing
over me, most of my life.  How do you see this fitting in with the course?
 
Phil

 
Phil,
 
One of the lessons is "Sometimes it Makes Sense Not To Tell the Truth" (not sure of the exact title.) Others are about people faced with dilemmas who do their best.
 
I try to provide tools to help people make hard decisions when faced with difficult challenges. I don't know anyone who can handle complete integrity. We are all human, ­ including me.
 
From your note, I think you would find The Integrity Course valuable. It is guaranteed, so if it doesn't meet your needs let us know and we will refund your money.
 
Warmly,
 
Laurie

Learn more about communicating with integrity in The Integrity Course, an online, multimedia home-study course to help you say what you think without getting fired or losing your friends.

written by Laurie Weiss \\ tags: Business Communication, Integrity, Self-Management, Telling the Truth

What is Ethical Business Behavior?

Most individuals honestly believe that they operate with high integrity and demonstrate ethical behavior with others in the workplace. The problem is that people often don’t have the same definition of what constitutes ethical behavior. That’s why some business and professional organizations create codes of ethical conduct.

In 10 years of service on the ethics committee of an international professional organization I learned that ethical errors were usually made by people who decided, without consulting others, that there were good reasons to violate the ethical principles they had agreed to abide by.

Several years ago while serving on a committee of the Colorado Ethics In Business Alliance, I helped develop these seven signs of an ethical business.

If you don’t have an explicit professional ethics code that you use for guidance, I invite you to measure your business behavior by these standards. If ethical behavior matters to you – and I hope it does — see how you measure up.

1. Teach employees how to behave ethically by demonstrating, recognizing and rewarding ethical behavior.
2. Tell the truth. Fully reveal relevant information to stakeholders and authorities.
3. Consider the interests of everyone who will be affected by their business decisions.
4. Treat all individuals and groups with dignity and respect.
5. Maintain honest and complete communication with employees, customers and the community.
6. Avoid conflicts of interest.
7. Demonstrate, encourage and support active involvement in their communities.

(For more information about the Colorado Ethics in Business Alliance visit http://www.cobusethics.org )

Be cautious when you want to make choices that differ from any ethical standards you have agreed to accept. Check your thinking by imagining how you would feel if your choices were reported in a national newspaper. Better yet, consult an advisor you respect before taking action.

If you enjoyed this blog post The Integrity Course will provide much more information I believe will be useful to you. Included in this course are stories of how over 25 people confronted issues about integrity in the workplace. Learn more here.

written by Laurie Weiss \\ tags: Business Communication, Emotional Intelligence, Integrity, Leadership, Telling the Truth

He Lied To Me

Being committed to communicate with integrity provides some protection against being lied to. It often leads me to question statements that others politely accept. However nothing I know of protects me from a liar who looks and sounds as if she is telling the truth.

I wrote this some time ago, right after I was lied to again. Since I’ve made a commitment to making the 2^nd decade of the 21^st Century the Decade of Communicating with Integrity, I’ve decided to republish it.

It's frustrating, isn't it? You make an agreement in good faith, it's clearly understood by both sides (in this case all three people involved), and then one person simply refuses to keep the agreement.

In this case I made an agreement to coach an employee of a medium sized business. When a third party is paying the bill, it's my policy to sit down with all parties involved, and spell out all our commitments.

The meeting with the business owner and the employee seemed straightforward enough. Goals were identified and a timeline was set to have four coaching sessions and then to check back with the business owner. He seemed quite enthusiastic about the probability of salvaging his relationship with a valued employee.

In my first session with the employee she expressed her doubts about the sincerity of the business owner. She complained about his erratic behavior and the effect it was having on her and her fellow employees. Nevertheless, we continued with our agenda and appeared to make some real progress.

Two days after our first session the employee called back to cancel the other sessions. Her employer had just told her that he decided she wasn't worth it after all. He said that if she wanted coaching she would have to pay for it for herself. I affirmed the employee’s perception about her boss's erratic behavior and wished her well.

Then I wandered off shaking my head. In over 30 years of working with people I am still completely unable to recognize some kinds of lies. I certainly confront people when I recognize inconsistencies — and I am very perceptive. I basically trust people, and I wouldn't want it any other way. And sometimes I get fooled.

When I do, I do my best to acknowledge the problem, admit my own fallibility and move on as long as I do not have an ongoing relationship with the person who lied to me.

If I must continue to do business with the person who’s lied, I consider it very important to discuss the situation. Sometimes that discussion results in clarification of the expectations we have with each other. At other times it involves dissolving the business relationship at the earliest possible opportunity.

If you enjoyed this blog post The Integrity Course will provide much more information I believe will be useful to you. Included in this course are stories of how over 25 people confronted issues about integrity in the workplace. Learn more here.

written by Laurie Weiss \\ tags: Business Communication, Conflict, Difficult Communication, Emotional Intelligence, Integrity, Telling the Truth

These three executive women all found themselves in situations they considered untenable. In order to decide what to do they each had to examine their most significant priorities. 

Yvonne, an executive, felt paralyzed by her boss' new rules that required her to get approval for even the smallest expenditures. Yvonne was also representing her company in merger negotiations. The potential partner considered her boss expendable, and asked her to stick it out until their process is complete. The negotiations were going slowly. She wondered whether to get out or stay on, hoping things would change. 

Marianne's new boss did not trust her. All her routine requests for staffing changes were returned with demands for additional irrelevant information. For several months Marianne complied gracefully with all requests. She finally realized that other work was suffering as she tried to comply with these demands, and she was still not getting the staffing she needed. Marianne considered resigning, but was only months away from being vested in her pension fund. 

With the agreement of the executive committee, Louise, vice president of human resources, assured her branch managers that remarks they made during a managers' staff development retreat would be kept confidential.

After the event, she learned that two executives who disliked the resulting report were pressuring managers for details of the meeting. When she protested during a subsequent executive committee meeting, the two executives ridiculed her concerns. 

Decisions about whether to stay in difficult business or personal relationships can feel excruciatingly difficult to resolve. 

Balancing potential losses against maintaining dignity and financial stability are some of the most common issues faced by my clients. There are no simple answers, but following the process they used to make their decisions may help you through a similar situation. 

Each first clarified the outcome she most desired. Yvonne wanted stimulating work and recognition of her talents. Marianne wanted to stay with her company at least until her pension was vested. Louise wanted to be treated with dignity. 

Each decided to do everything possible to change her own situation. As coach, I helped them choose appropriate strategies to communicate their  dissatisfactions. 

• Yvonne asked her boss (the company president) to change the procedures

• Marianne decided that even if her new boss tried to fire her, her pension would be vested by the time that could take place, so she politely refused further demands to stop her other work to produce additional reports. 

• Louise spoke privately to each member of the executive committee about treating her and all members of the company with dignity. 

They all evaluated the results of their actions. 

• The president of Yvonne's firm changed the subject when she talked to him. 

• Marianne's boss became so frustrated and she made herself look bad to her own boss. She was given orders to treat Marianne differently. 

• Louise was told by the company president that she should adjust her values to match the values of the other executives. 

They made decisions by balancing all of these elements. 

• Yvonne developed an outside consulting practice while waiting to see if the takeover would happen. She was prepared to resign and eventually did. 

• Marianne developed a reasonably respectful working relationship with her boss. 

• Louise resigned and eventually found a new opportunity. 

If you enjoyed this blog post The Integrity Course will provide much more information I believe will be useful to you. Included in this course are stories of how over 25 people confronted issues about integrity in the workplace. Learn more here.

written by Laurie Weiss \\ tags: Business Communication, Coaching, Conflict, Difficult Communication, Emotional Intelligence, Integrity, Leadership, Making Decisions, Managing Conflict, Telling the Truth

Are you a lot like me? I was raised with a very strong moral compass. I remember always trying very hard to do the best I could, and to please my parents, my teachers and everyone else in authority.

I was taught to respect others and above all to be polite. One of the things I was told over and over again was, "If you can’t say something nice don’t say anything at all."

This worked out fine as long as things were going well and the people around me followed the same rules that I did. The problem is I didn’t know what to do when things went wrong. I felt especially stymied if saying something about a problem might be impolite or cause someone else embarrassment.

So most of the time I kept doing the best that I could and kept my mouth shut even about things that I thought were serious problems. Then when I finally would speak up I sort of stammered and beat around the bush and managed to get myself ignored.

And I couldn’t understand what was going on.

Does any of this sound familiar to you?

You probably know I’m not that way anymore. But for years I’ve seen my clients and readers struggle with the same dilemmas. My struggle has been to find ways to help my friends learn what I’ve learned along the way.

What I’ve learned has made a huge difference in my life and I think it will in yours too — and I think I’ve found a way to share it with you. Watch for more information in a few days.

written by admin \\ tags: Business Communication, Conflict, Difficult Communication, Emotional Intelligence, Integrity, Self-Management, Telling the Truth

Integrity is about wholeness.
 
Integrity is about values — it is about thoughtfully choosing your values and holding on to them despite the pressure you feel to compromise them.
 
Integrity is about using your values to guide your actions.
 
Integrity is about being willing to reexamine your values in the face of new information and to make a conscious decision about whether change is warranted.
 
Integrity is about respect. It is about self-respect and respecting others.
 
Integrity is about understanding differences.
 
Integrity is about believing in the basic, sound, underlying pattern of goodness, of wholeness in the world and in other people.

Integrity is about seeking that wholeness. It is about conversations that get through the surface junk and get to what is really important when we are together.

Integrity is about facing each other and listening to each other and really hearing each other and taking the actions we know are necessary.

Integrity is the bedrock on which trust is built.

Integrity is the hidden key to your success!

If you enjoyed this blog  post, The Integrity Course will provide much more information I believe will be useful to you. Included in this course are stories of how over 25 people confronted issues about integrity in the workplace. Learn more here.

written by admin \\ tags: Business Communication, Emotional Intelligence, Integrity, Leadership, Telling the Truth

Let’s make the second decade of the 21st century the decade of communicating with integrity.

written by admin \\ tags: Business Communication, Emotional Intelligence, Integrity, Leadership, Telling the Truth

What can you do when a valued client needs to drop your services because of current financial pressures? Senior executive leadership coach Bill Shirley, http://insearchofeagles.com , is experimenting with this creative solution. He made a clear agreement to pay it forward. But that’s not all. Bill offered his client a deal. He agreed to provide $1000 of his services completely free — under certain specified conditions. The conditions are:

• That his client also offer $1000 of her services free to two of her clients who are facing financial difficulties.
• That her clients who take advantage of her free services also pay it forward by each offering two people $1000 of their services free.
• That each person who benefits agrees to pass on the favor to two additional recipients.

Bill is making a bet that offering her free services will do at least two things. One, it will energize his client and affirm her self worth in the midst of her financial struggles. Two, that this will make her more attractive and her business will increase and she will be able to resume paying him his regular fees. Bill is calling this a reverse Ponzi scheme. He’s willing to gamble that the outcome will be positive. I am, too. I’m willing to try this scheme myself to see what happens. Are you?

Learn more about communicating with integrity in The Integrity Course, an online, multimedia home-study course to help you say what you think without getting fired or losing your friends.  

written by Laurie Weiss \\ tags: Business Communication, Coaching, Integrity, Managing Fear, Self-Management

(Please see the previous post for the first part of this story)

Jerry wrote back saying essentially that his motive for trying to help his boss was because of Jerry’s own responsibility to the organization. He talked about nobody else daring to tell the boss about the problem. Jerry also talked about putting himself in jeopardy if he brought the matter up.

Here’s my next e-mail.

“Dear Jerry,

Your problem is common and usually ignored; sharing it will be helpful to others.

That is an excellent reason for at least attempting to have the conversation.

Asking him if he is aware of the problem and if he is, offering him your suggested solutions, might work. Caution: do NOT proceed without his express permission.

Assume that his intentions were honorable. They probably were. I would also assume that he has a blind spot about what is happening. You are not helping anyone by keeping silent.

My suggestions have helped others achieve positive outcomes. As long as you ask respectful questions instead of scolding you can protect yourself.

You have a real sense of honor and an obligation to the good of the organization. Think through how you will approach him in a way that allows him to maintain his dignity.

Please check out the blog posts for suggestions.

If you think it would help, I am available for telephone consultation @ $75 for thirty minutes payable by credit card. Laurie

I wish I could share Jerry’s additional comments.

I am happy to answer your questions, especially if you are willing to allow me to share the conversation with others.

Learn more about communicating with integrity in The Integrity Course, an online, multimedia home-study course to help you say what you think without getting fired or losing your friends.

written by Laurie Weiss \\ tags: Business Communication, Conflict, Difficult Communication, Integrity, Managing Conflict, Telling the Truth

I recently had an extended e-mail conversation with a subscriber. I intended to post it because his problem is so common. However, Jerry (not really his name) denied permission to post his side of the conversation. So I’m going to post only my letters and summarize his, in the most general terms.

Essentially, Jerry questioned, his boss’s judgment. From Jerry’s perspective his boss made a Continue reading »

written by Laurie Weiss \\ tags: Business Communication, Conflict, Difficult Communication, Integrity, Managing Conflict, Telling the Truth