Organizational Integrity

Strong organizations operate with impeccable integrity.

As an organizational leader, I have begun to really understand the critical importance of well-defined processes, consistent practice, definition of roles, clear communication, and transparency in functioning. I’ve learned more about this in the past year than I have at any other time in my life.

This can be extremely tricky in Christian organizations. On the one hand, there is an acknowledgement that we must rely on God for all things. On the other hand, we need to have integrity in how we function with solid operational policies and practices.

Can one of these be sacrificed for the other?

Can a strong Christian organization speak the language of relying on God while having subpar policies, systems, and practices?

Or, can a strong Christian organization avoid the truly relying-on-God part (they always sound like they rely on God) while having outstanding policies, systems, and practices?

I would say no.

Never.

You must have both in place.

In the first example, employees and volunteers will believe that their leaders probably love the Lord, but they won’t be happy working and serving there because of the instability in how the organization functions and in the resulting lack of trust. It’ll be a Christian-sounding place, but lacking in structure. Evaluations won’t be happening, and if they do, they’ll be weak: “You’re doing a great job. Keep going. Trust the Lord.” as opposed to meaningful feedback, rich discussion, and targets for improvement. There will be a satisfaction with floating and a low desire to sail.

In the second example, the organization may be ticking operationally, but they will be rudderless in a spiritual sense. Although there is consistency and integrity in processing, there will be a lack of fulfillment in the work because they are God-fearing in name only. It’ll be a dry spiritual environment lacking the movement and leading of the Holy Spirit.

The key areas that I assess when considering the strength, or lack of it, in an organization fall within the following broad categories:


1) Integrity of Purpose

• Who do you say that you are? 

• What do you say that you are about?

• Who are you really?

• What are you really about?

• Who would people say that you are?

• What would people say that you are about?

2) Integrity of Structures

• Who is responsible for what?

• Does everyone understand their own role? 

• Are people functioning within the those parameters? 

• By what process would you know if they weren’t?

• What happens if they are functioning beyond their scope of responsibility?

3) Integrity of Processes and Systems

• Reasonable?

• Fair?

• Equitable?

• Are there feedback loops in place?

To sum it up:

Your way of managing must be a reflection of your stated purpose. If it’s not, they’ll stop listening to your message because they won’t believe you. If they don’t believe you, they will no longer trust you. If they don’t trust you, they will lose all respect for you.

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Learn more about Vijay Manuel here