The Meriam-Webster dictionary defines integrity as, “firm adherence to a code of especially moral or artistic values.”

Put simply, I like to define integrity as “choosing the hard right over the easy wrong.” When we lead with integrity, we demonstrate through our words, deeds, and actions our commitment to alignment with our values. 

Leading with integrity is about taking positive action in the face of challenges.

It’s about moving forward with intention. It’s about knowing we did the right thing, not just hoping our behaviors somehow represent our core values. 

I recently came across two quotes that capture an important element of leading with integrity, intention… and hope. 

Brazilian philosopher Roberto Mangabeira Unger said, “Hope is more the consequence of action than its cause.” 

And Mariame Kaba coined the philosophy, “Hope is a discipline,” meaning hope is not a passive emotion or feeling of optimism, but rather a deliberate, daily practice. 

As an agent of leadership, your actions lead to hope. 

Your actions inspire hope. 

And your commitment demonstrates a willingness to not just talk the talk, but to walk the walk. True credibility and integrity are demonstrated through leadership actions and behaviors – in all the different ways you are showing up. 

Of course, how we take action is almost as important as that we take action. 

You could take action on the right thing but end up doing it in a way that's counterproductive. You might choose to act alone for efficiency when collaboration could be better for the long run. In short, leaders need both courage to act and wisdom about how to act effectively, with compassion.

A Harvard Business Review (HBR) article titled, “

Connect with Empathy, But Lead with Compassion

,” focuses on the importance of moving beyond empathy by defining “compassion is an intention rather than an emotion.”  So, what might this look like in the day-to -day? 

• Instead of asking, “Can I help you?” try asking, “How can I help.” This approach not only presumes your willingness to help but also empowers others to feel seen and heard by allowing space for them to clarify what would actually be helpful. 

• Try asking, “Do you want me to simply listen or do you want advice?” 

• Rather than jumping in to fix the problem, try taking a step back. Coach the other person to find their own solution (developing people) so they can gain valuable skills and confidence in the process.

Finally, what does it mean to be “nice,” and how does it differ from being “kind”? To be nice is to be polite, and it can sometimes be more about people-pleasing in service of being liked. To be kind is to be thoughtful and considerate, but also strong, confident, and trusting. Trusting ourselves to uphold clear boundaries that enable us to show up as our authentic selves. Building relationships based on trust that can withstand the “hard right over the easy wrong.”

In other words, we can embody compassionate kindness by leading with heart – with integrity, hope, compassion, and kindness.