The CEO of a high-tech firm tells the story of a meeting with a potential client in New York City. His company was at a critical point in its growth. Hard work had brought this CEO to the headquarters of one of the largest financial institutions in the country.

The tech firm's sales group had convinced the potential client that the new product would provide a strategic advantage in the marketplace and increase profitability. The final sales meeting was scheduled between the CEO and the chief marketing officer for the client.

Following a review of the proposed project, the tenor of the meeting changed quite dramatically. The client's senior officer leaned across the conference table and, pointing his finger at the CEO, asked, "Will you deliver everything that you have promised in the contract and do it on time?"

The CEO was taken by surprise and fell back on the contract language to reaffirm his intent to deliver the agreed-upon product. The answer was not what the client was looking for.

"I want to know," he said in a firm voice, "if you are going to deliver everything that you have proposed."

It was obvious that he wanted more than a written contract; he wanted the personal commitment of the CEO. The tech firm had a reputation for dealing with its clients with integrity. Knowing that reputation, the client was asking for a promise to perform as agreed. The CEO looked the client in the eye and, while leaning forward across his side of the table, made a firm, personal promise that the product would be delivered.

It probably won't surprise you to learn that the tech firm received the contract - and during the following years more than 10 additional contracts with this client.

So just how important is integrity in the business world? We are continuously exposed to the big violators - Enron, WorldCom and others - but have become a bit complacent with the little missteps. And yet, it is often the little things that make the difference.

According to Adrian Gostick and Dana Telford in their book, "The Integrity Advantage," "You do not lie or cheat on the small things; and, as a result, you are not corrupted by the larger temptations - the lure of power, prestige or money."

Some of the personal characteristics the authors propose that are indicative of integrity:

• You know that little things count.
• You mess up, you fess up.
• You create a culture of trust.
• You keep your word.
• You're honest but modest.
• You stay the course.

They conclude that "employees don't follow leaders they don't trust. Employers don't hire people or promote employees they don't trust. Clients don't buy from suppliers they don't trust."

Jon M. Huntsman has recently published a book titled "Winners Never Cheat." He recommends that "we take our values to work" and suggests that we keep our word, play by the rules, check our moral compass and operate businesses and organizations as if they're family owned.

Other corporate leaders have also weighed in on the importance of integrity. John Pepper, retired chairman of Procter & Gamble, said that "integrity manifests itself in a quality I have come to appreciate more and more: authenticity." The current governor of Massachusetts, Mitt Romney, said, "An enterprise of integrity likewise does what it says it will do. For a society to thrive, such integrity of word and action is essential."

Building a company and a corporate culture of integrity will do more than help you sleep well at night. It will pay economic rewards as you develop a reputation of trust.