Month 7 · Lead Others
Integrity Under Influence
Align private choices, motives, money, and authority before influence amplifies the gap.
Capacity being formed
Integrity & Motives
Bring methods, motives, money, authority, and private choices into alignment.
Evidence of formation
One private-public gap is closed through disclosure, repair, a changed practice, and an accountable safeguard.
Language from Mike
“Motives matter more than methods.”
Biblical anchor · ESV
“Search me, O God, and know my heart! Try me and know my thoughts! And see if there be any grievous way in me, and lead me in the way everlasting!”
Discovery tool
Integrity Gap
Complete the Integrity Gap: stated value, actual behavior, hidden incentive, affected person, repair, safeguard, and invited feedback.
Value + behavior
Write the stated value beside the recent observable behavior that contradicted it.
Coach: “What happened, and what part is unambiguously yours?”
Motive + impact
Name the hidden incentive and the impact on people, trust, money, or mission.
Coach: “What outcome made the compromise feel reasonable?”
Repair
Choose disclosure, apology, restitution, correction, or changed decision. Name who needs what.
Coach: “What would repair require beyond feeling sorry?”
Safeguard
Design visibility, separation of duties, limits, review, and a feedback witness.
Coach: “What makes the right action easier when pressure returns?”
No-prep facilitator guide
The complete 90-minute run-of-show
Bring the participant’s CT Scan result, this page, a timer, and a way to write. Read the coach language as written when useful; follow the person more closely than the clock when safety or truth requires it.
| Time | Phase | Coach does + says | Participant does |
|---|---|---|---|
| 0–7 | Arrive | Say: “This conversation is confidential within the limits we agreed. What would make these 90 minutes useful?” Then lead three slow breaths and a brief prayer. | Rate present intensity 0–10; name one desired outcome. |
| 7–15 | Witness | Ask for one piece of evidence since the last session. Reflect effort, choice, support, and result—without inflating it. | Name what changed, what helped, and what remains difficult. |
| 15–25 | Language | Read the Mike Signorelli line and Psalm 139:23–24. Ask what each exposes or invites in the live situation. | Underline one phrase; explain it in your own words; choose the phrase you need today. |
| 25–45 | Integrity Gap | Guide the four fields in order. Do not interpret ahead of the participant. Start with: “What happened, and what part is unambiguously yours?” | Write concise answers for all four fields using one current, concrete situation. |
| 45–57 | Locate | Ask the remaining tool prompts, then: “What is the pattern beneath the performance?” Allow silence. | Name the governing story, protection, motive, expectation, or system and the cost it creates. |
| 57–70 | Rehearse | Role-play the repair in four sentences: “I did… It affected… No excuse… I will repair by…” Coach interrupts justification and helps keep ownership specific. | Practice the new response out loud; receive feedback; repeat until the first step is clear and natural. |
| 70–82 | Prescribe | Choose the smallest sustainable practice. Specify cue, frequency, duration, support, and visible evidence. Explain the research carefully as support—not certainty. | Select the practice, calendar it, and identify the witness or environmental support. |
| 82–90 | Covenant | Ask: “What will you do, by when, who will know, and what proof will exist?” Read the safety boundary before closing in prayer. | State one commitment, one witness, one due date, and one piece of evidence. Rate confidence 0–10; shrink the plan if below 7. |
Why the practice can work
Why safety precedes learning
In a field study of 51 work teams, psychological safety was associated with learning behavior and helped explain team performance. The coaching implication is simple: candor grows when interpersonal risk is handled with dignity and curiosity.
Read the primary source →Edmondson (1999), Administrative Science Quarterly, 44(2), 350–383
Thirty-day prescription
Practice until it becomes available under pressure.
Within seven days
Complete the appropriate repair with counsel where risk or safeguarding requires it.
Evidence: Date, action, response, and follow-through still owed.
Before consequential decisions
Run the Motive Check: true, loving, clean, accountable, sustainable, explainable.
Evidence: Three decisions and which question changed the action.
Care + scope boundary
Do not promise confidentiality when law, organizational policy, abuse, self-harm, financial misconduct, or safeguarding duties require escalation. Follow qualified counsel and policy.
Monthly evidence review
Measure formation in real life.
Private reflection
What gets excused when the outcome appears successful?
Source lineage
Original SLS facilitation design synthesized from Mike Signorelli’s books and leadership frameworks. Scripture quotations are from the ESV® Bible (The Holy Bible, English Standard Version®), copyright © 2001 by Crossway, used by permission. All rights reserved.