Segment 18 (2020) Integrity - Friday, November 13, 11:30 AM to 12:30 PM Eastern USA

[Paul Terlemezian]

Overview: What is the role and importance of "Integrity" in your work? How do you assure integrity? What is your response to Peter Drucker and the "Absence of Integrity"? Is it more important to do things right than to do the right things? How are decisions made and then applied with integrity? Is it easier to claim integrity than to apply with integrity?

Panelists:

• Erick Allen https://www.linkedin.com/in/erickallen/
• David Ellis https://www.linkedin.com/in/david-ellis-0768aa3/
• Josh Felix https://www.linkedin.com/in/joshfelix/
• James Roland https://www.linkedin.com/in/james-roland-22bb2441/

Moderators:

Remarkable Speakers:

• Eric Knapp https://www.linkedin.com/in/eric-knapp-education-design-consultant/

[Paul Terlemezian]

How do we assure integrity of teaching/learning? http://ifivealliances.ning.com/group/druckerknowledgeworkersandtrai...

Please join this ongoing conversation.

[David Ellis]

Integrity is vital. Having a clear mission for the business and leadership that not only teaches integrity but clearly practices it is fundamental. While everyone needs to be focused on the key priorities for the business above all may need to ask themselves at all times "am I doing the right thing with this decision/recommendation". All too often today leaders are willing to fudge the issues to gain an advantage as opposed to focusing on win-win decision-making and doing the right thing

[Paul Terlemezian]

We can be trained/managed/compensated to "do things right."

How do we assure that we "do the right things?"

[David Ellis]

inevitably the first step is to ask yourself "am I doing the right thing?". If you remind yourself of that every day it becomes your operational standard. Then if you focus on ensuring that your team understand that they won't be blamed for getting something wrong but rather for not admitting it quickly and resolving it.

as you know, I was impressed by the approach of David Coty at Honeywell. Upon taking the CEO position he realized there was a lot of infighting between his direct reports and too much focus on quarterly earnings compared to the long-term health of the business. As a result he never expressed his opinions at an internal management discussion until everyone had given their views. Typically he would then ask the most junior person to summarize what he thought the meeting had concluded. Only then would he give his opinion and the reason why he had arrived about conclusion. Very impressive!

[Josh Felix]

When we think about learning integrity, is it simply enough to "check the box" upon completion of a learning activity?

[Paul Terlemezian]

Great question - I wonder if we simply "check the box" regarding "checking the box" and do not re-evaluate the integrity of doing so - I am eager to learn from how others respond to Josh's question.