Generating a culture of integrity and transparency at the Transmission Company of Nigeria - based on work by Caswell Corporate Coaching Company

1. INTEGRITY &
TRANSPARENCY
Building Trust in the Organization

2. Review
 Leadership is about cooperation
 Cooperation requires respect
 Respect people by providing the seven
motivators
 Emotions trump logic all the time
 Work in balanced teams
 Fight bureaucracy & support the vision
 Listen!

3. Review
 Excellence is a balance of flexibility and control
 Chaos Theory supports bottom-up management
 Problem Solving is a process that can be applied as
required to solve any problem
 Dealing with Change is the key job of management
 Deciding and Doing have separate requirements
 Deciding: PAVF, Doing: OAK
 Both require management of conflict
 Accountability is a feedback system
 Intrinsic motivation is the only motivation that really
works
 Performance Monitoring requires diligent care

4. Integrity & Transparency
 Agenda
 Defining Integrity
 Building Integrity
 Record of Results
 Building Trust
 Developing Professionalism
 Protecting the interests of others
 Fostering Integrity
 Destroying Integrity

5. The Elephant in the Room
 A Culture of Corruption
 Nigeria is ranked 136 out of
175 countries on the
corruption perception index
with a score of 27/100.
(100/100 is clean, 0/100 is
very corrupt)
 Buhari has launched an anti-
corruption campaign to
recover hundreds of billions of
stolen Naira
 Federal ministries believed to
skim 10% or more from
parastatal operating funds
 Despite a highly religious
culture, theft for personal gain
is largely tolerated
 Extort tolerance by alliance,
fear or bribe

6. The Elephant in the Room
 In businesses, there is little trust
 Customers don’t believe their bills (e.g. estimated
electricity charges)
 Leaders believe the staff are on-the-take and
working to skim money from the organization
 Staff believe the leaders are on-the-take and
working to skim money from the organizations
Are you aware of activities in
TCN which are questionable?

7. Integrity
The quality
of being honest
and having
strong moral principles

8. Integrity
Having integrity means
doing the right thing
in a reliable way

9. Integrity
Doing what you said you were going to do
because you said you were going to do it

10. Integrity
 Having morals and a moral compass
 Having training, skills, knowledge and abilities
 Knowing right from wrong
 Ethics – right vs wrong
 Quality – correct vs incorrect
 Always choosing to do the right thing
 Having the courage and discipline to implement the
choice
 Even at a personal cost
 Being incorruptible
 Reliable, predictable, trustworthy

11. Integrity
 Integrity is a quality of character
 Something people can look for in a business,
leader or employee
 Something we can all aspire to
 Integrity requires a measurable action
 Good intentions are not enough
 There is no integrity unless there is a result
 Integrity is not given
 It is built over time by a record of consistent
behavior

12. Similar Words
 Reliable – worthy of trust. You can count on it
to come through when you need it
 Trustworthy – completely reliable

13. Elements of Integrity
Integrity
Purpose
(Why I am
here)
Principles
(What I
stand for)
Intentions
(What I am
up to)
Results
(What I
have done)

14. Personal Purpose in Nigeria
 According to President Olusegun Obasanjo, “What matters to most
Nigerians is the 6 P’s which are pursued at all cost:
 Position
 Power
 Possession
 Plaudit
 Popularity
 Pleasure
 Nothing else matters. With the 6 P’s he can buy anything and buy
himself into anything. Honesty is disregarded, indolence is extolled,
probity is derided, waste and ostentation are paraded”
 Of Monks & Monkeys-The Wages of Integrity in Nigeria’s Polity. 1999. Government College Ibadan 70th
Anniversary Lecture
These represent a
large conflict of
interest in any
situation of service to
others!

15. Integrity of Self
 How do you think of yourself?
 How do you behave when no
one is watching you?
 Only you know your
conscience
 How do you decide what is
right and what is wrong?
 Do you have self-confidence?
 Do you believe in your own
abilities to make good
choices?
 Do you have the courage to
act on these choices?
 Are you able to sacrifice your
personal interests in order to
do the right thing?

16. Integrity in the Minds of Others
 Integrity is your brand, your story, your reputation: the
sum of every interaction you have had with other
people
 Your behaviour
 It’s the only thing that matters to others
 Others can’t read your mind or know your intentions
 Based on reliability – repeatedly delivering
 Based on trust – repeatedly doing the right things
 Not just trust in human nature (based on hope)
 Trust with a high degree of confidence
Good intentions are not enough!

17. Integrity of a Business
 Customers must trust the business to deliver
on its promise
If you flick the
switch, will the
lights come on?

18. Integrity of Leaders
 Employees need to trust that leaders will
 Act according to the values and purposes of the
business
 Demand integrity and accountability equally from
all
 Treat the employee with respect - always

19. Integrity of Employees
 Business leaders need to trust people to do
what is expected of them
 There comes a time when the leader must let the
follower act alone without constant supervision
 Leadership, motivation, cooperation, respect,
accountability are all required
 But most of all: trust
 The employee must have integrity in the mind
of the leader

20. Integrity of Employees
 From the leader’s point of view, Integrity is
 A belief and trust that the employee will
 Make decisions that are aligned with the corporate
values and purpose
 Deliver the agreed-upon performance
 Supported by
 Training, education, tests and apprenticeships
 A history of success in increasingly challenging
assignments

21. Fiduciary Duty
 Applies to some employees and all executives
 A legal or ethical relationship of trust
 The Fiduciary acts solely in the interest of another
party, the Principle
 There must be no conflict of duty between Fiduciary
and Principle
 Personal values, principles and interests must not be in
conflict
 The fiduciary must not profit from the position
 Behaviour of undivided loyalty
 Example – doctors, financial managers, bank
employees, chief executives, etc …

22. Benefits of Integrity
 For the Employee
 Gain the trust of the employer
 Promotions and delegation of additional authority
 Additional challenges and personal growth
 For the Leader
 Confidence to delegate more responsibility and
authority to staff
 More of the RIGHT things being done in a
RELIABLE way

23. Developing Personal Integrity
 Be clear about your personal values
 Develop your professionalism and self-
confidence
 Make and keep commitments
 Adopt the interests of others
 Accept accountability for your actions
 Be courageous

24. Developing Employee Integrity
Recall: Demonstrate respect by ensuring the seven key motivators are
provided
1. To be in control of decisions, which fall within a person’s own
domains
2. To be appreciated in their personal environments or on the job,
as indicated by the people important to them, especially their
partners, parents or bosses, listening to them
3. To feel that in their work, they are contributing to something
worthwhile in the grand scheme of things
4. To achieve success in what they are doing
5. To move, upon achieving that success, to tasks of increasing
complexity or variation, i.e. to learn
6. To feel that they are growing from that learning
7. To be allowed to make mistakes, since mistakes create the
deepest learning imprint (allowing mistakes permits people to
take the risk to open new doors)

25. Respect/Integrity Alignment
# The Motivator …. Supports Integrity by …
1 To be in control of decisions Showing trust in the employee
2 To be appreciated Building self-confidence
3 To feel that they are contributing to
something worthwhile
Sharing values and purpose
4 To achieve success in what they are
doing
Providing accountability and
feedback
5 To move to tasks of increasing
complexity or variation, i.e. to learn
Showing belief in reliability and
increasing trust
6 To feel that they are growing from that
learning
Building self-confidence
7 To be allowed to make mistakes Showing belief in employee
and that acceptance of
accountability and personal
growth is a good thing

26. Developing Employee Integrity
Values & Principles
Ensure these are
defined and
communicated to
all
Training & Education
Ensure employees
have the ability to
do the RIGHT thing
the RIGHT way
Accountability
Responsibility &
authority aligned
Recorded
agreement on what
is the RIGHT
behavior
Recorded
commitments to do
the job
Performanc
e
Records showing
the RIGHT
behavior
Feedback on the
performance
Consequences for
not meeting
commitments
Confidence
Motivation
Trust

27. Values and Principles
 Values and principles provide a foundation for
employee decisions when confronted with
change
 This happens all the time
 The values and principles of the business
must be communicated to all
 Leaders should communicate these all the time
 Its not enough to put them on the web site and forget
about them
 Leaders have to demonstrate these values and
principles in action

28. Training and Education
 Employees can’t be expected to do the right
things reliably if they have not been trained to
do the right thing
 How to make decisions
 How to behave
 How to lead
 How to perform
 Ensure the training and education matches the
expected performance

29. Accountability
 Ensure the desired performance is clear
 Get written commitment on the performance
 Hold employees accountable for commitments
 Provide frequent feedback
 Positive feedback increases motivation and reinforces
the behaviour
 Negative feedback helps corrects behaviour before it
becomes a problem
 If there is only negative feedback, review the other
elements
 Missing commitments should be uncomfortable
 “Resources are paid for results, not excuses.”

30. Performance
 Results are the important thing
 Keep records of commitments and results
 Prove and reward consistent reliable performance
 Frequent feedback is important
 Seek information on performance from others
 LISTEN to customers, suppliers employees at all levels
 Provide anonymous methods of feedback, suggestion boxes
 Implement a “Whistle Blower Protection” policy
 Be transparent and communicate the action taken on EVERY
suggestion/comment
 Keep performance visible – don’t ignore the elephant!
 Ensure there are consequences for poor performance happen
quickly and are proportional with the fault
 Celebrate successes!
 Reward consistent good performance

31. Breakdowns in Integrity
 The company can have part of the blame
 Didn’t communicate business values and
principles sufficiently
 Didn’t train people appropriately
 Didn’t set up the accountability (responsibility and
authority) when delegating or assigning people to
jobs
 Didn’t have the courage to hold people
accountable
 Didn’t put performance monitoring processes in
place to provide feed back and ensure the right
things are done
 In essence – guilty of poor leadership

32. Alignment of Values & Interests
Personal
Values &
Interests
Busine
ss
Values
&
Interest
s
Personal
Values &
Interests
Busines
s Values
&
Interests
Personal
Values &
Interests
Business
Values &
Interests

33. Breakdowns in Values
 Breakdown in values
 Business interest is to see funds are well used for
the mission and vision
 But I’m poor and want to survive
 The company has money
 I can take from the company for personal gain
 All I have to do is lie
 For example: I’ll submit fake expenses and claim I
travelled when my intention is to not travel and pocket
the money
 The wrong thing is done

34. Broken Values
 More serious case of broken values
 My responsibility and authority is to manage the
department/business unit to deliver on the mission &
vision
 My intentions are to enrich myself and my friends
 All I have to do is abuse my authority
 I’ll put bogus contracts in place and get the company to pay
for them. The money will go to my friends and I’ll get a
large chunk of that.
 I’ll bribe the auditors and pass the money around so no one
will verify that nothing was ever delivered.
 The wrong thing is done

35. Different Intentions
 Breakdowns in intentions
 My boss is after me to do some work
 To shut him up, I lie and agree to do the job but I
don’t want to and have no intention of doing it
 I’ll offer a few excuses and delay
 He never checks so the issue will go away over
time
 The right thing isn’t done

36. Different Intentions
 Breakdowns in intentions
 The company has vehicles which are required for
company business.
 I have access to the vehicle and need to move a
load of fire wood to my village. I can take the
company vehicle and use it. If it breaks, the
company can pay for it. No one will know.
 The wrong thing is done

37. Breakdown in Purpose
 Breakdowns in purpose
 I was given this job but I don’t know what to do
 I want to keep the job so I raise trouble anytime
anyone questions me
 My boss is a push-over so I can get away with it
 The right things are not getting done

38. Solving Integrity Issues
 Right things not getting done
 Verify values – do people understand the values and act
accordingly?
 Verify job description – is it clear?
 Verify training – is the employee capable or being pushed too
far?
 Review accountability
 Are the right measures being tracked?
 Is feedback being provided?
 Are there consequences for bad behaviour and missed
commitments?
 Low Reliability
 Review motivation
 Are the 7-elements of motivation/respect being applied?
 Review performance of supervisors (motivation is the leader’s
responsibility)

39. Get to the Root Cause
 Ask why five times
 Example – apparent fraudulent action taken
 Why was the job not done right?
 Employee took action without authority and didn’t follow the correct
process for handling cash
 Why did the employee make a poor choice?
 Employee wasn’t aware of the authority limits or the cash
management policy
 Why was the employee not aware of the procedure?
 No training on the process was provided in that region since the
employee was hired
 Why was the training not provided?
 Training plans and policy were not followed due to budget constraints
 Correct response
 Institute immediate training on policies and procedures in that
region

40. Corrections
 In the worst case
 Criminal activity should be brought to the police
 Deliberate cases of breaches of trust
 Job action
 Dismissal with cause is it can be proven
 Good intentions gone astray
 Possible job action – demotion, suspension, probation
 Retraining, reassignment
 Job or process redesign
 Review the processes of Respect in the workplace
 Learn and fix the root cause

41. Transparency
 If integrity is doing what you said you would do
because you said you would do it, then
 Transparency is saying
 What you are going to do
 How you are going to do it and
 Demonstrating that you have done it

42. Failures in Transparency
 Not saying what you are going to do
 Hiding purpose and intentions
 Avoiding accountability
 Not saying how you are going to do it
 Hiding intentions
 Not showing what you have done
 Avoiding accountability
 These actions indicate
 A lack of self confidence or
 Direct efforts to hide unreliable or wrong actions
 These actions kill your integrity

43. How to be Transparent
 Say what you are going to do and how you will
do it
 For the business
 Publish plans and budgets – let people know
 Involve stakeholders to ensure alignment of interests
 Publish a record of decisions and the rationale for
them
 For individuals
 Work with supervisors to ensure alignment of interests
 Agree on quarterly or yearly action plans
 Share your plans with colleagues and peers

44. How to be Transparent
 Show that you have done it
 Ensure there is effective oversight of your actions
 Don’t force people to take your word for it
 Document/Publish your record
 Build on successes
 Don’t hide failures. Instead demonstrate learning and
improvement (be professional)
 Keep records and proof of performance
 Get external validation
 Stakeholders, customers, suppliers and employees
 Be Proud!

45. Review
 Integrity is doing the right thing reliably
 Transparency is saying what you are going to
do and showing that you did it
 Integrity is a quality of character that has value
 Individuals and businesses can develop their
personal integrity
 Business can foster integrity through good
leadership and respect

46. Final Word
 Good intentions are not enough
 If it is important to you, take action
 Put systems in place
 Lead your staff