People expect high levels of integrity from global leaders in all interactions, including those with their colleagues, the public, the government, and the media. Leaders must be able not only to say the right things, but also to implement the right things. The disasters at Enron and Worldcom illustrate the connection between encouraging constructive dialogue (Chapter 11) and demonstrating integrity. In both cases, employees who had ethical concerns either felt unable to express their concerns or felt their constructive criticism was not heard.