We assert that integrity (the condition of being whole and complete) is a necessary condition for workability, and that the resultant level of workability determines the available opportunity for performance. Hence, the way we treat integrity in our model provides an unambiguous and actionable access to superior performance (however one wishes to define performance).
For an individual we distinguish integrity as a matter of that person's word being whole and complete, and for a group or organizational entity as what is said by or on behalf of the group or organization being whole and complete. In that context, we define integrity for an individual, group, or organization as: Honoring one's word.
Oversimplifying somewhat, honoring your word as we define it means you either keep your word (do what you said you would do and by the time you said you would do it), or as soon as you know that you will not, you say that you will not to those who were counting on your word and clean up any mess caused by not keeping your word.
In a certain sense, all true leaders are heroes. Heroes are ordinary people who are given being and action by something bigger than themselves...... Each of us must make the personal choice to be a hero or not, to be committed to something bigger than ourselves or not, to go beyond the way we 'wound up beingЂќ and have the purpose of our lives and our careers be about something that makes a difference or not, in other words, to be a leader or not.
You and I want our lives to matter. We want our lives to make a real difference - to be of genuine consequence in the world. We know that there is no satisfaction in merely going through the motions, even if those motions make us successful, or even if we have arranged to make those motions pleasant. We want to know we have made some impact on the world. In fact, you and I want to contribute to the quality of life. We want to make the world work.
The problems we have now in communities and societies are going to be resolved only when we are brought together by a common sense that each of us is a visionary. Each of us must come to the realization that we can function and live at the level of vision rather than following some great leader's vision. Instead of looking for a great leader, we are in an era where each of us needs to find the great leader in ourselves.
While most managers spend their time attempting to predict the future accurately - and while that's valuable - the best managers are able to generate a future which was not going to happen otherwise - that is, a future which was not predictable.
What we are engaged in creating is the opportunity for people to participate in the transformation of peoples' lives and of life itself. This context of transformation is a context of freedom and opportunity, of empowerment and human joy, of contribution and of participation. Participation in this transformation is, for me, the fullest expression of being.
I have no interest in the justification of circumstances or producing guilt in others by assigning obligation. I am interested in providing an opportunity for people to experience mastery in the matter of their own lives and the experience of satisfaction, fulfillment, and aliveness. These are a function of the self as context rather than thing, the self as space rather than location or position, the self as cause rather than self at effect.
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