Integrity In The Workplace Quotes

Even as a professional in an integrated world, I had been the only black woman in enough drawing rooms and boardrooms to have an inkling of the chutzpah it took for an African American woman in a segregated southern workplace to tell her bosses she was sure her calculations would put a man on the Moon.

Disruptive behavior is any form of behavior that comprises the integrity of the workplace.

Most of us still struggle to realize that our potential in serving God in the workplace is not determined by how sacred or well-suited the work environment becomes to our faith, but rather how well our faith in God becomes integrated into what we do at work.

Imagine if ALL employers treated ALL of their employees with the same respect no matter what their job title was. Imagine going to work every day knowing that you and your work were valued. Unfortunately, we live in a society where some people allow their job titles to go to their head. I encourage you NOT to be one of those people. No matter what your position is, at the end of the day, EVERYBODY matters in the workplace, and every position serves a purpose. I firmly believe that how you treat others is a direct reflection of who you REALLY are. Personally, I choose integrity!

[M]ost American workplaces operate in ways that make it almost impossible for anyone to speak truth to power or challenge the status quo and be able to thrive or advance in their career. 'If you dare to open your mouth, you basically ruin your career,' is one of the most common lines I hear from people when I ask them about what usually stops them from saying or doing what they see as the right thing to do.

In fact, I should say to begin with that the term anarchism is quite a range of political ideas, but I would prefer to think of it as the libertarian left, and from that point of view anarchism can be conceived as a kind of voluntary socialism, that is, as libertarian socialist or anarcho-syndicalist or communist anarchist, in the tradition of say Bakunin and Kropotkin and others. They had in mind a highly organized form of society, but a society that was organized on the basis of organic units, organic communities. And generally they meant by that the workplace and the neighborhood, and from those two basic units there could derive through federal arrangements a highly integrated kind of social organization, which might be national or even international in scope. And the decisions could be made over a substantial range, but by delegates who are always part of the organic community from which they come, to which they return and in which, in fact, they live.

THRIVE ON CHANGE. Many of us get tired of hearing that mantra, especially when we must cope with changes disrupting what we most care about. Yet the relentless acceleration of change requires flexibility of all of us, whatever our skills and roles. We are hurtling into the future, and the future will soon be a very different culture. Like an immigrant to a land with different customs and languages, we have to continually adapt and cultivate mindsets that maintain both our integrity and capacity to contribute.

If you tour any workplace, you will see countless logos and banners paying lip service to freedom of speech, democracy, logos like ‘speak up, speak out’, creativity, innovation, and on and on goes the list of flashy words and adjectives that companies and corporations want their employees (and outsiders) to believe are part of their work ethics and culture. Yet, most employees learn at the earliest stages of their careers that these bogus adjectives will get them fired, if they are naïve enough to believe in – let alone act on – them.

My generation was raised in an era of increasing equality, a trend we thought would continue. In retrospect, we were naïve and idealistic. Integrating professional and personal aspirations proved far more challenging than we had imagined. During the same years that our careers demanded maximum time investment, our biology demanded that we have children. Our partners did not share the housework and child rearing, so we found ourselves with two full-time jobs. The workplace did not evolve to give us the flexibility we needed to fulfill our responsibilities at home. We anticipated none of this.

No,’ he says very firmly. ‘It doesn’t matter how good a drummer, singer, or trombone-mimer you are, bragging about anything is bad form. They have a mantra in the business – “Lego over ego” – and people follow it.’ He tells me that he and his fellow non-Danes have been guided towards the writings of a 1930s Danish-Norwegian author, Aksel Sandemose, for a better understanding of how best to ‘integrate’ into the workplace in Denmark. Sandemose outlines ten rules for living Danishly (otherwise known as ‘Jante’s Law’) in his novel, A Fugitive Crosses His Tracks. These, as far as Google Translate and I can make out, are: You’re not to think you are anything special You’re not to think you are as good as we are You’re not to think you are smarter than us You’re not to convince yourself that you are better than us You’re not to think you know more than us You’re not to think you are more important than us You’re not to think you are good at anything You’re not to laugh at us You’re not to think anyone cares about you You’re not to think you can teach us anything ‘Crikey, you’re not to do much round here, are you?’ ‘Oh, and there’s another, unspoken one.’ ‘Yes?’ ‘“Don’t put up with presenteeism”. If anyone plays the martyr card, staying late or working too much, they’re more likely to get a leaflet about efficiency or time management dropped on their desk than any sympathy.

And 14% of southern newlyweds marry someone of another race—a larger share than in the north-east or Midwest, according to the Pew Research Centre, a think-tank. Black and white southerners vote differently (93% of blacks voted Democratic in 2012; 72% of whites, Republican). They also worship separately, for the most part. But the workplace is much more integrated. “It’s not that racism doesn’t exist, it’s just now we can discuss it,” says Aysha Cooper, who runs a day-care centre for the elderly in Snellville, Georgia. Ms Cooper finds that oldies brought up under Jim Crow now mix happily over games and meals. “There are no racial barriers in my centre,” she declares.

People still think the Lewinsky affair was one political party making a big deal over a little extra pie on the side; it wasn’t. What Starr proved was that the president had engaged in inappropriate sexually related workplace conduct with an intern/employee, as he had with other women. Some women, such as Juanita Broaddrick, even alleged he had assaulted them. He had zero integrity in this area, and that made everything he did suspect and untrustworthy. It revealed his real character. The president of the United States believed that he was above the law. He perjured himself and convinced others to perjure themselves to try to save his carefully crafted image. He created a spirit of corruption that infected the White House, the Secret Service, the whole government. Bill Clinton endangered us all by serving himself. He dragged me through the mud for it. He raked a lot of people over the coals for it.

Tripp somehow manipulated Monica into giving her the infamous blue dress. Nel and I hadn’t cleaned up everything. The president had “deposited” somewhere besides White House towels. The biggest security leak in history was the one that Monica wore into the White House and then strutted out with—right past us. There was no way to spin it. Either the president had mysteriously gone around the White House ejaculating on people’s clothing, or he and Monica had a taxpayer-funded affair for which he committed perjury. It also proved what I damn well knew, that Monica was easily manipulated, either by the likes of a higher-up like President Clinton or a lower-down like Linda Tripp. She had no business playing in a high-stakes environment within arm’s reach of intelligence of the CIA, the FBI, the State Department, and the Department of Defense. I mean, the spook shit that moved and was approved through the White House was the most sensitive intel in existence. Actionable intel is power. How could anyone in the Secret Service be expected to do his or her job if the Americans allowed people like the Clintons to assume national leadership? People still think the Lewinsky affair was one political party making a big deal over a little extra pie on the side; it wasn’t. What Starr proved was that the president had engaged in inappropriate sexually related workplace conduct with an intern/employee, as he had with other women. Some women, such as Juanita Broaddrick, even alleged he had assaulted them. He had zero integrity in this area, and that made everything he did suspect and untrustworthy. It revealed his real character. The president of the United States believed that he was above the law. He perjured himself and convinced others to perjure themselves to try to save his carefully crafted image. He created a spirit of corruption that infected the White House, the Secret Service, the whole government. Bill Clinton endangered us all by serving himself.

guided towards the writings of a 1930s Danish-Norwegian author, Aksel Sandemose, for a better understanding of how best to ‘integrate’ into the workplace in Denmark.

Work is integral to a fulfilling life. Your only job satisfaction should not be direct deposit.

Being a person that others can trust is one of the most sought after qualities in the workplace today. So many leaders and their staff have shown in the recent global financial crisis a lack of trust and integrity amongst themselves and with their clients and other stakeholders.

Millions of Americans have quietly and hopelessly concluded that paychecks and the freedom to be creative at American workplaces rarely – if ever – coexist.

To be successful, cultivate positive attitudes of self-respect, pride in your contribution to your workplace, dedication to your job, cooperation with your employers and coworkers, desire to do the job right, personal integrity, responsibility, and accountability—and do it just because you value your life energy.

It is important to dedicate some space to discuss what one might call the hoax of diversity in the American workplaces, which entails putting ‘diverse’ faces of often low-paid employees at the forefront of most businesses to project the false impression that workplaces are diverse. It is pure tokenism.

Smart companies will install HEALTH lighting systems, focussed on Improving staff and public health, by integrating indoor overhead lights, that not only effectively illuminate, but also protect and disinfect, the workplace - constantly.

Work+Life Fit was developed by Cali Yost, an international workplace strategy expert. It honors the notion that no two people want the exact same integration of work and personal life. (Which is why your boss may be e-mailing you at midnight, not because she thinks you need to work harder, but because she’s a night owl.)

Fifth, the companies also had what struck me as unusually intimate workplaces. They were, in effect, functional little societies that strove to address a broad range of their employees’ needs as human beings—creative, emotional, spiritual, and social needs as well as economic ones. Herb Kelleher of Southwest Airlines once observed that his company’s famously vibrant culture was built around the principle of “caring for people in the totality of their lives.” That’s what the companies I was looking at were doing. They were places where employees felt cared for in the totality of their lives, where they were treated in the way that the founders and leaders thought people ought to be treated—with respect, dignity, integrity, fairness, kindness, and generosity.

In 1917, the Supreme Court overturned the racial zoning ordinance of Louisville, Kentucky, where many neighborhoods included both races before twentieth-century segregation. The case, Buchanan v. Warley, involved an African American’s attempt to purchase property on an integrated block where there were already two black and eight white households. The Court majority was enamored of the idea that the central purpose of the Fourteenth Amendment was not to protect the rights of freed slaves but a business rule: “freedom of contract.” Relying on this interpretation, the Court had struck down minimum wage and workplace safety laws on the grounds that they interfered with the right of workers and business owners to negotiate individual employment conditions without government interference. Similarly, the Court ruled that racial zoning ordinances interfered with the right of a property owner to sell to whoever he pleased.

During my life, during my entire career, I have been attuned to the slights, assumptions, and hurdles based on racial attitudes and beliefs. I cannot count the number of meetings I attended where I integrated the gathering and had to find ways to handle and address the racial subtext in the room. I had to learn how to control my anger and find ways, sometimes with subtlety occasionally with righteous indignation, to overcome the notions of white privilege that shaped many of these sessions.

Our future success is directly proportional to our ability to understand, adapt and integrate new technology into our work.

Change is an integral part of the evolution process. If evolution can't be paused, how can we stop the change from happening?

It can't be taught to all, but people who deliver exceptional work, merely by relaying their passion through what they say and do in the workplace, are priceless.

I look for three things in hiring people. The first is personal integrity, the second is intelligence, and the third is a high energy level. But, if you don’t have the first, the other two will kill you.

Racial violence in the North centered on housing and not, for the most part, on access to public space, employment issues, or voting rights. Indeed, through most of the twentieth century, neighborhoods in the northern cities were significantly more segregated (in terms of African-American and “white”) than their southern counterparts.10 The more appropriate question is this: what prevented the extension of an occasionally integrated public culture and industrial workplace into the residential communities of the urban North?11 Answering this question entails exploring how city residents understood the neighborhoods they created. And a central claim of this book is that American Catholics frequently defined their surroundings in religious terms.

In 1917, the Supreme Court overturned the racial zoning ordinance of Louisville, Kentucky, where many neighborhoods included both races before twentieth-century segregation. The case, Buchanan v. Warley, involved an African American’s attempt to purchase property on an integrated block where there were already two black and eight white households. The Court majority was enamored of the idea that the central purpose of the Fourteenth Amendment was not to protect the rights of freed slaves but a business rule: “freedom of contract.” Relying on this interpretation, the Court had struck down minimum wage and workplace safety laws on the grounds that they interfered with the right of workers and business owners to negotiate individual employment conditions without government interference. Similarly, the Court ruled that racial zoning ordinances interfered with the right of a property owner to sell to whomever he pleased.

This cultural separation of residence from work helps explain the phenomenon noted as early as the 1919 Chicago riot and emphasized later by a wide array of observers—that the same individuals accepting of an African-American presence in the workplace violently resisted neighborhood integration.108 Catholic interracialists constantly encountered this problem.

It’s no secret that the most expensive line item on just about any corporate budget is payroll. People. Losing and replacing people is enormously expensive. So even if compa- nies can’t quite bring themselves to invest altruistically in a healthy culture, they need to understand this priority from a purely financial interest. It’s a smart business decision to help teams integrate their hearts into the workplace mix; it will save them money. And as a bonus, it will help people make better decisions, synergize their gifts, and actually want to go to work in the morning.

Journalists in the South predicted rapid and sweeping political and cultural change. Black people would register to vote in huge numbers. Staunch segregationists would be shoved out of office. In cities and counties where Black voters outnumbered white, Black politicians would win office and wield power. Black citizens would get a fair share of government services, including new schools and paved streets. As schools integrated, achievement levels and income levels would rise until Black and white Americans, eventually, achieved parity. Neighborhoods and workplaces would integrate, voluntarily. Police and judges would deliver equal justice. It might take a few generations, but the political and cultural changes would begin, and life would improve for all. “The

For the Zen practitioner, the bodhisattva precepts are not a side issue: they are at the core of the process of awakening. As Suzuki Roshi said, “Receiving the precepts is a way to help us understand what it means to just sit.” When you practice the precepts, meditation comes alive. This integration of precept practice and meditation practice, whether on your cushion, at the workplace, or in a relationship, is what I mean by “being upright.

We were taught as teenagers that if we abstain from promiscuity, God will give us great sex lives and stable marriages. We have been taught that tithing, giving God a tenth of our income, will fend off financial disaster and bring in blessing. If we live with integrity and operate according to biblical principles in the workplace, we can advance and safeguard our careers.

Build Leadership in Others. Develop leadership throughout the organization. Manage Relations. Foster enduring personal ties with those who look to you, and work to harness the feelings and passions of the workplace. Identify Personal Implications. Help everybody appreciate the impact that the vision and strategy are likely to have on their own work and future with the firm. Convey Your Character. Through gesture, commentary, and narratives, ensure that others appreciate that you are a person of transparency and integrity.

There is no CEO, no janitor, just people.

Ostracizing others denies them the ability to be part of the social fabric that is fundamental to our existence, to our survival. In the workplace, this can take on the form of ignoring the new person on the team, or habitually ignoring the contrarian’s perspective. For employees to feel as if they are part of a group, stewards need to intentionally integrate people into the team and connect team members to others throughout the organization.

Blakely was taught to interpret failure not as a sign of personal weakness but as an integral part of the learning process. It’s this mind-set that prepared her to endure the risk involved in starting her own business. When coming up short is viewed as the path to learning, when we accept that failure is simply feedback on what we need to work on next, risk-taking becomes a lot easier. Her father’s question taught her an important lesson: If you’re not failing, you’re not growing.

You’ve now read the central elements to an optimistic climate, but what exactly does it look like? Here’s what it looks like when it takes root and positively transforms the work environment:37 1. People anticipate good things will come from their work. 2. Personal and professional goals are achieved. 3. Personal and professional worlds are integrated. 4. People make satisfying progress with their work. 5. Financial metrics are achieved. 6. People are viewed as significant and the heart of success. 7. Values-based leadership guides actions and decisions. 8. Partnership and collaboration replaces hierarchy-driven interactions. 9. Community building is encouraged. 10. Organizational and personal purpose guide decisions. 11. Strengths are maximized. Keep in mind that the vibe in your team is constantly changing. So the conditions listed above may not all be present at the same time. That’s okay. What you choose to focus on based on the needs of your team will influence heavily what emerges as important.

ROWE is not about work-life integration; for us it’s about revolutionizing the work environment from the industrial to the knowledge age. The idea that management is about watching people physically working is outmoded,

The more a company’s message is reinforced in a workplace environment, the easier it is for employees to integrate that vision and relay it to the people they meet.