Integrity and Emotional Honesty

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What you think, that you say; what you say, that you do; what you do, that you speak; and what you speak that you think.

What the above phrase is saying in short is: One thing in action, one thing in speech and one thing in thought. These form the true nature of conduct for any one of us. When thought, speech and deed are in sync; we can say that we are in integrity.

Change this a little: one thing in their action, one thing in their speech and one thing in their thought and the meaning changes completely of being totally out of integrity.

How many times everyday are we faced with having to choose from the space of Integrity or otherwise? That is the question.

Corporates and individuals pride themselves when setting vision and mission statements personally as well as for the organizations and very often words like honesty and integrity act as foundational pillars to define themselves.

These words trickle down to individuals as well as the teams that proclaim the values of Integrity in their day-to-day work. Change the scenario a little where the interests of bottom lines are involved, very many a time the same individual, boss or teams, put the foundations aside for the sake of business or personal interests.

When questioned, the answer is a typical ‘Get smart, we are in business’ answer.

This often leads to a perplexity in the minds of the individual/s involved and soon enough they find that their personal values seem to be drifting away from professional needs and disillusion sets in terms of right and wrong. The more often this discrepancy occurs the bigger the separation, and this becomes one of the major causes for high attrition.

Over a period of time, even the perpetrator/s of the get smart brigade also start to feel the disconnect.

The major pain point for individual/s in teams today is that when a compromise is asked for, a valid reason is not given.

Logic may say that these individuals who feel short changed should obey the order, as from the outside no major compromise on the part of the organization is being made and it is finally for the collective good.

This rarely works as these little compromises add up over a period of time and then there is a distinct departure that is established.

When the courage of establishing a need for the said change is developed, and the truth behind is revealed, it releases an enormous burden for both sides and this practiced over a period of time lead to an open environment where there is mutual trust and integrity is never questioned.

This power to reveal the truth is called ‘Emotional Honesty’ and it originates in the heart. Remember, when we are honest, we have nothing to remember.

When we are honest, we heal relationships and build trust.

When will we get the courage to develop this Emotional Honesty is a question individuals need to answer for themselves first before it can be scaled to a higher level.

In the current context, it’s a walk down a very lonely path!