Accountability and integrity are some of the most important values DCS staff can exercise in the workplace.
Accountability is being responsible or answerable for an action.
Integrity describes an individual who makes the choice to commit to honesty before being either faced with choosing between right and wrong.
Without either value within our institution, the culture within the Department is at risk for poor organizational development.
However, we the management of the Department believes in being proactive, instead of reactionary, so we have seen it fit to partner with the Ministry of National Security and the National Integrity Action among other agencies, to engage with our Senior Managers in an effort to ensure TRUST, COMMITMENT, STABILITY, AND STANDARDS.
When staff and their supervisors are mutually accountable to each other, staff can trust that their work will be rewarded appropriately. Accountability between both parties – along with leadership integrity – can help provide staff with a sense of empowerment and belonging. Integrity allows staff to not fear retribution for their honest opinions and ideas. Accountability allows staff to exercise autonomy with the expectation that they will feel more invested in the department and, therefore, will perform better, more efficiently and more creatively.
When staff actively practice accountability and integrity in the workplace, they tend to feel more pride and ownership in the company. Senior staff, however, must set the stage for this to happen by treating all junior staff as valued members of a team who each have an integral role in helping the department achieve its goals.
Senior Managers acting with integrity and practicing accountability are more likely to project a sense of stability to staff, which is important for staff retention. Along with a sense of stability, staff with supervisors who have integrity and are accountable to those who work for them know that their supervisors will share information regarding goals. When we as a department fail to provide its staff with stability through accountability and integrity, there is a higher chance the culture will be one of fear and that every staff must fend for oneself. Additionally, an unstable work environment may give staff the impression that their boss play favourites, does not encourage professional growth and creates an environment that does not promote high performance and productivity.
One of the best ways to lead is by example. If the department allows its managers to act without accountability and integrity, other staff will follow suit. The we serve as the foundation of the department, so it is vital that this foundation is built on accountability and integrity. This is because senior managers with weak values are more likely to produce staff who emulate the unwanted values. Conversely, senior managers supported with strong values will produce a culture that has an environment that performs well.