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3 Reasons Acting with Integrity Leads to Success

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A few years ago, a customer in my software business paid upfront for a round of changes to their custom software application. It wasn’t an issue until the customer changed their mind.

I don’t mean the customer decided to change something in the original scope. The customer chose to execute the project with another company with little warning. After 18 months, the customer said they wanted a new confidentiality agreement. The agreement would prohibit my firm for working with other companies in the same field.

We tried to negotiate a reasonable arrangement, in good faith. Unfortunately, the customer was adamant. We could not sign an agreement limiting our ability to do business.

So, we proceeded to wrap up business with the customer. We turned over credentials and documentation to the software. We tried to do the right thing; make sure the next vendor could continue the project.

But, what about their upfront deposit? The obvious answer was we should refund it. However, I cannot say it was the easiest decision to make. Honestly, it was hard. I had worked diligently with them the last year and was looking forward to the future revenue. How dare the customer try to change the terms of our business arrangement midstream?

“The greatness of a man is not in how much wealth he acquires, but in his integrity and his ability to affect those around him positively.” – Bob Marley

It was only after wrestling with the implications of not giving the refund that I made the right decision. Even if you are “wronged”, there are consequences of not acting with integrity.

Here are 3 reasons why acting with integrity leads you to success:

1. Employees Are Watching You

The first reason I considered when making the decision was, how is this going to impact my relationship with my employees? They knew the customer had paid us a 4-figure advance.

If I was willing to short the customer, would I do the same to them? How could this influence how they viewed their job, their responsibility to customers and my responsibility to them?

In reflecting on the possible outcomes, I realized if they saw me act without integrity with a customer, it would diminish their trust in me. They might wonder if their next paycheck would be on time.

Also, it would reduce their enthusiasm for what we do. My team might cease to go the extra mile for the customer or simply spend more time on social media rather than serving. Intellectually, I knew this, but reflecting on the scenarios above helped me to get comfortable with the decision emotionally.

2. Customers Are Talking About You

The second reason I considered was, how is this going to affect what is said about us? Obviously, this customer was not going to be a customer going forward. However, they will talk to other companies.
It is common sense that referrals are the preferable form of marketing. We often think of a successful customer talking to future customers. Yet, a customer who “switches” will also tell a story.

I wanted the story they told to be a positive one. It would probably go something like, we were not able to reach an agreement on XYZ. And, they will remember concluding the relationship with integrity.

Hopefully, their story will end like this, “I think they would be a good match for you because they always treated us honestly.” The reputation that proceeds from an ending can still be a good one.

“Real integrity is doing the right thing, knowing that nobody’s going to know whether you did it or not.” – Oprah Winfrey

3. You Have to Live with Yourself

The third reason I considered was, how am I going to feel about myself after this decision? If I am proud of the decision, it will strengthen my self-image. Otherwise, it will weaken it.

I might feel good for a while by making them pay. Over time, the feeling will fade, and I will be left with the voice of my conscience. If it is negative, it will haunt me. Sometimes, I do not consider the impact of a decision on myself. Whether I realize it consciously or not, it is there, and it makes a difference. Even if I tell myself I can live with it, in the long run, I cannot.

To function at my best, I need to remove any thought of acting unethically. If I do something without integrity once, it will be easier to do it again. And, it will influence my view of what success is.

The next time you are facing a challenging decision, ask yourself three questions. How will this impact my co-workers? How will it impact what customers say? And, how will it impact my view of myself?

How has acting with integrity helped you in tough situations? Please leave your thoughts below!

Kirk Bowman is the founder of Art of Value, a pricing consultancy in Dallas. He is the host of the Art of Value Show, a weekly podcast exploring the business model of value pricing for professional services. In 2010, Kirk changed the business model at his software company, MightyData, from hourly billing to value pricing and grew revenue by 55+% the first year.

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Success Advice

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Bridging the gap between employees and employers
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In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”

While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.

Why This Gap Exists

Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.

What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.

Tools and Techniques to Bridge the Gap

Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.

1. Practice Mutual Empathy

Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.

2. Maintain Professional Boundaries

Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.

3. Follow the Golden Rule

Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.

4. Avoid Micromanagement

Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.

5. Empower Employees to Grow

Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.

6. Communicate in All Directions

Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.

7. Overcome Insecurities

Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.

8. Invest in Coaching and Mentorship

True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.

9. Eliminate Favoritism

Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.

10. Recognize Efforts Promptly

Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.

11. Conduct Thoughtful Exit Interviews

When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.

12. Provide Leadership Development

Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.

13. Adopt Soft Leadership Principles

Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.

The Bigger Picture: HR’s Role

Mercer’s global research highlights five key priorities for organizations:

  • Build diverse talent pipelines

  • Embrace flexible work models

  • Design compelling career paths

  • Simplify HR processes

  • Redefine the value HR brings

The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.

Treat Employees Like Associates, Not Just Staff

When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.

Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.

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