Act with Integrity
Why trust is built in the gaps between what we say and what we do
In the first two parts of this series, I explored why purpose matters - especially during change. But purpose alone isn’t enough. To make change stick, people need to trust not just what we’re doing, but how we’re doing it.
That’s where integrity comes in.
More than a moral virtue
We often treat integrity as a character trait, as if it’s something that sits quietly in the background. But in leadership, integrity is actionable. It’s what gives your words weight. It’s what builds belief when strategy shifts. It’s what holds teams together through uncertainty.
And it’s especially vital during change – when confidence is fragile and people are watching closely to see if your decisions match your declared intent.
But here’s the thing: integrity isn’t just about how we behave when the cameras are on. It’s about how we act when no one is watching.
It shows in the consistency of our decisions, in the transparency of our communication, and in whether we hold ourselves to the same standards we expect of others.
Integrity isn’t about being perfect. It’s about being consistent – aligning what we believe, what we say, and what we do.
Trust is earned in the gaps
In times of transformation, there are always gaps:
Between what’s said and what’s done.
Between what’s promised and what’s delivered.
Between what leaders know and what they’re ready to share.
It’s in these spaces that trust is either built…or broken.
People don’t expect leaders to have all the answers, but they do expect honesty. They notice when actions align with values. They notice when difficult decisions are explained clearly, or when silence erodes confidence.
Acting with integrity means closing the gap between what you say and what people experience.
Moments of integrity are often small, but powerful
Some of the most meaningful moments I’ve witnessed as a leader didn’t happen in front of a room. They happened in one-on-one conversations, in quiet decisions, in the choice to pause and listen before reacting.
Integrity is rarely about grand statements. It’s about exercising choice – the small moments that signal what really matters.
It often shows up in questions like:
Are we being open about what’s changing – and why?
Are we owning the hard trade-offs and explaining them clearly?
Are we showing up consistently, even when the spotlight is off?
Because that’s where credibility is earned. It’s in the moments when no one is watching that people see who you really are – and what you stand for.
Integrity builds cultural credibility
Leaders who act with integrity create a culture where others feel safe to do the same. And that culture becomes a strategic asset, especially in environments where speed, adaptability, and collaboration are essential.
When integrity is visible:
People raise issues sooner.
Decisions are made more confidently.
Teams feel grounded – even when direction shifts.
This doesn’t mean being rigid. Integrity allows flexibility, but never at the cost of credibility.
Questions for reflection
If you’re leading through change, or shaping culture, here are a few questions to consider:
Where are the current trust gaps in your organisation?
Are your values clearly visible in how decisions are being made?
What do people need to see or hear to feel confident in the journey?
When was the last time you modelled integrity when it wasn’t easy?
Integrity doesn’t need grand gestures, but it does require conscious alignment between values and behaviour.
Next in the Series: Care Deeply
In the final article of this series, I’ll explore the third principle—care. Not as a soft skill, but as a powerful leadership force that builds energy, resilience, and lasting impact.
But before we get there, a final thought:
