Integrity: Doing What is Right BECAUSE It is the Right Thing to Do

Written by Kate Hufstetler


Integrity is: Doingrepparttar right thing because it isrepparttar 123127 right thing to do.

Integrity is NOT: simply standing by your own ideals just to be rigid.

The dictionary defines integrity as: Adherence to a strict moral or ethical code.

Adherence to strict moral and ethical reasoning is different than sticking by something you just believe in solidly or choose for you desires. Moral and ethical codes have within them a sense that these ideal transcend individualized agendas and instead are codes which apply to a wider group than just yourself.

Why do I bring up integrity ? Because all to often we get so focused on our own agenda, our own goals that we forget to take time to verify if we are doing "what is right" alongrepparttar 123128 way.

Becoming wealthy can be quite a noble venture-- especially whenrepparttar 123129 one becoming wealthy plans on using that wealth to assist others. But, gaining wealth my dishonesty, or any other means of compromising ones character, does not justifyrepparttar 123130 end result.

An example of living on target for integrity's sake is : Andrew Carnegie. Andrew Carnegie became America's richest immigrated citizen after years and years of hard work. At age 65 he sold his company and devoted his remaining years to giving away his wealth. He fundedrepparttar 123131 building of over 2,000 libraries withinrepparttar 123132 English speaking world. And gave away somewhere close to $350 million total to those needing various forms of assistance.

One reason I like Andrew Carnegie: he was honest about hard work. He was once interviewed and asked if he had ever had a clue his life would turn outrepparttar 123133 way that it had. His response was something torepparttar 123134 effect that had he known all that lay before him -- he might never have been able to get up on any given day. BUT you see-- he did get up. And he did what was before him each and everyday, forrepparttar 123135 right reasons and torepparttar 123136 best of his ability.

Book Summary: What Is The Emperor Wearing?

Written by Regine Azurin


This article is based onrepparttar following book:

What Is The Emperor Wearing?

Truth-Telling In Business Relationships

Butterworth-Heinneman

ISBN 0-7506-9872-1

217 pages

This book is inspired byrepparttar 123126 popular tale “The Emperor’s New Clothes”. It provides stories of ordinary individuals inrepparttar 123127 workplace who are inrepparttar 123128 predicament of confrontingrepparttar 123129 unlikely benefits of “deception” and steering away fromrepparttar 123130 risks and dangers of “truth-telling”.

Unfortunately, “truth-telling” is justifiably perceived to be difficult, risky, and unrewarding. More often than not, others will try to invalidate your truth with what they believe is true rather than discoverrepparttar 123131 true nature ofrepparttar 123132 problem.

Takerepparttar 123133 case of Rita. She tried to tellrepparttar 123134 truth to her manager, Kerwin, but he refused to listen. Her predictions were correct, but it was only afterrepparttar 123135 scandal broke out inrepparttar 123136 media that Kerwin realized it. Clearly, Rita’s truth was ignored.

Robert, however, was reluctant to accept that his store manager was stealing supplies from his dry cleaning establishment. Robert lost money in a store that seemed to be doing very good business simply because he’d rather not know whatrepparttar 123137 truth is.

Truth-telling has become more risky and difficult to some ofrepparttar 123138 characters inrepparttar 123139 book. Basically, they had hard times tellingrepparttar 123140 truth when:

•the truth is bad news

•the truths collide—thatis, when your truth getsfabricated alongrepparttar 123141 way

•you’d be happier if you know whatrepparttar 123142 truth is

•you’re not sure if your truth is really true

•your integrity is sacrificed

•it makes better sense not to tellrepparttar 123143 truth

The genuine stories of Rita, Robert andrepparttar 123144 other characters ofrepparttar 123145 book provedrepparttar 123146 profitable side of truth-telling. Inrepparttar 123147 long run, it has become obvious that truth-telling is always more beneficial than “deception”. To practicerepparttar 123148 skillrepparttar 123149 following is recommended:

•Examine Assumptions. Withrepparttar 123150 fear of jeopardizing her position by confrontingrepparttar 123151 manager, Kathleen decided to carefully examine her opinion that her boss is behaving inappropriately at meetings they attended. Eventually, it dawned on her that her objectives are different from his.

•Know Yourself First. Irwin, a telecommunications executive, was not aware of his alcohol problems. It took near disaster before he realized this. Looking back, Irwin identified that incident as a major turning point in his life and career.

•Use Your Intuition to Guide You. Elizabeth rarely understoodrepparttar 123152 reason for crying at meetings. When repparttar 123153 team examinedrepparttar 123154 situation more carefully, they discovered that Elizabeth’s intuition was warning them when something subtle was wrong with some proposed action.

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