When Janet looked at her pay stub, she was pleasantly surprised to learn that her company had deposited more than her normal wages into her bank account. However, on the next payday, her paycheck was significantly less than what it should have been, and she went to her boss to complain.

"I'm curious," her boss said, "Why didn't you say anything when we overpaid you the other week?"

Janet responded: "I was willing to overlook one mistake, but two is pushing it."

Integrity: Either you have it or you don't. It's not something that you can have one day but not the next. It should be a constant in your life, like brushing your teeth.

I was invited to speak at the third annual Integrity Summit in Phoenix. Its mission is to significantly increase the integrity quotient in organizations and across the marketplace. The annual event was co-founded by Jerry Colangelo and Gregg Ostro, who also created the Integrity Business Institute, for which I'm a special adviser.

Integrity Summit 2013's theme of Inspiring Individual Integrity to Win could not have come at a more critical time.

It seems the anti-heroes -- those doing wrong -- versus the heroes -- who do right -- are being promoted and celebrated in America all too often. Too many messages in the media and across society seem to say that getting what you want -- regardless of the means -- is just fine. Well, it isn't. You know that and I know that and so must our employees and job applicants.

Cheree McAlpine, chief compliance officer for Avnet, the world's largest computer parts supplier and a founding sponsor of the Integrity Summit, said: "Our ability to impact change, drive strategy and our ability to lead are all based on integrity. Integrity is not that complicated. It's not academic. It's actually quite simple. It's the lessons we have learned to do the right thing; to stand for what we believe in."

Integrity begins at the top. As leaders we must set the example -- that alone inspires our employees to do right. We must live by it in all we do, starting in the corner offices and promoted and expected throughout the organization, ensuring integrity is first and foremost in our decision-making. Enduring leaders know that the numbers will be better if integrity is not optional.

Peter Fine, CEO of event sponsor Banner Health, said: "If you're going to be an organization of integrity, you have to communicate what that means to employees on an ongoing basis. The integrity of our employees is the very best selling tool."

I think it's smart business to recognize acts of integrity and celebrate and reward them in organizations just as much or more than financial achievements or increased efficiencies or even a brilliant idea are rewarded. Make no mistake, when employees understand that management requires integrity, it will become the norm.

Russ Johnson, CEO of Merchants Information Solutions, also a founding sponsor of this event, has a remarkable job applicant integrity test of which I'm a huge fan and consultant. We use it at MackayMitchell Envelope Company. It screens out the bad apples who are work-comp abusers, commit fraud, steal, are hostile and so on. It also reduces work comp rates, as well as worker turnover and unemployment payouts. The test takes 15 minutes, is in 21 languages and costs $20 or less. The test is available at integritybusinessinstitute.com/test.

Here's an example of what integrity looks like:

Tom, a hotel worker, could not afford a computer for his son, who desperately needed one for school. At the end of a hotel event when everyone was gone, Tom discovered a laptop had been left behind. He waited awhile, and no one came back. Was this the computer he so needed for his son?

No one would know he took it. No cameras were in the area, and no other workers were around. Tom knew it was wrong to steal, but isn't helping your son a good and righteous thing? He decided to take the computer. As he went to grab it, his values and his boss's words about always doing what's right kicked in.

Tom turned in the computer to his boss. Later that day, Tom received a $1,000 check from the executive who owned the laptop, plus he was promoted to supervisor. Tom's son had a new computer that night.

Mackay's Moral: Only those on the level can climb the highest peaks.

In my entire career, I have never once heard a successful person say he or she regretted putting time and energy into building their relationships and contact management system (CMS).

That's why my interest was piqued when I recently saw a blog by my close friend Brandon Steiner, CEO and founder of Steiner Sports in New York. It addresses what Brandon calls "next-level networking."

What Brandon is referring to is: "If my contact at a company left, who would I still know there? Would I still be able to work with that company?" If the answers are "no one" and "maybe not," then you could be in trouble.

That's why it's always been my philosophy to get to know as many people as you can at the organizations you do business with. Always have your antennae up. Never pass up an opportunity to meet new people. Develop a relationship with the gatekeeper. Seek out introductions from your customer. Do your homework on the company. Learn about your customer's organizations and groups and possibly get involved.

I call this strategy "dig your well before you're thirsty," which happens to be the title of one of my books. You'll never know what kind of relationships, ideas or even deals can come out of these new contacts. Consider it a great networking insurance policy.

Also, don't forget your former contacts who flew the coop. Just because they've moved on is no reason to yank their entry in your CMS. In fact, there's a reasonably good chance they'll become even more valuable members of your network. For one thing, a former contact knows where the bodies are buried at his or her previous company. If your network is going to work, you have to stay plugged in and keep the wire humming.

Consider the Law of Large Numbers. An entire industry -- insurance -- is built on the principle of the Law of Large Numbers. There are over 315 million living Americans. Insurance people can tell you within one-fourth of one percent just how many of us are going to die within the next 12 months -- and how and where and in what age bracket, sex, color and creed. That's pretty amazing. The only thing they can't tell us is which ones!

The Law of Large Numbers can work for and against you in sales. First, when you are trying to break into accounts, strive to position yourself as No. 2 for every prospect on your list and keep adding to that list. I can promise you that if your list is long enough, there are going to be No. 1s who retire, die, jump to another company, are terminated and succumb to the Law of Large Numbers. What I can't tell you is which ones.

But fortunately, as in the insurance business, "which one" doesn't matter. All that matters is that you have the perseverance and patience to position yourself as No. two to enough different people, and the Law of Large Numbers will do for you what it has done for the insurance industry: You will be an extremely successful and wealthy salesperson.

But what if you are No. 1 and your contact leaves? Then you have to compete with the salesperson who is No. 2 and has a better relationship with the new decision maker. That's why you have to develop relationships with as many people in the company as possible. You know who, but does who know you?

If you want your CMS to produce a fruitful harvest, you have to be persistent and you have to keep on hoeing. An ancient Chinese proverb advises: "If you want one year of happiness, grow grain. If you want 10 years of happiness, grow trees. If you want 100 years of happiness, grow people."

Never underestimate the importance of people in your life. Next-level networking doesn't work unless you master first-level networking. With practice, using your CMS becomes more than a discipline; it's a way of life.

It all comes down to liking people. I get a real kick out of adding people to my CMS. I try to stay in touch with the bulk of my network every year, but I might not see someone for five or 10 years. Sooner or later they crop up again, and it's always fun to get reacquainted.

And that's how you take networking to the next level.

Mackay's Moral: People aren't strangers if you've already met them. The trick is to meet them before you need their help.

I went for a jog with two good friends the other day. A very long jog. A half-marathon, in fact.

Mark Paper, a friend since childhood, and Bobby Eldridge, both very successful businessmen, joined me for the second straight year of P.F. Chang's Rock 'n' Roll Half Marathon in Phoenix in late January. These are two guys who know about going the distance. They push me when I need it, and I am grateful.

You've probably heard me repeat one of my favorite aphorisms: They don't pay off on effort; they pay off on results. Of course, there is no result without effort. A 13-mile jog takes plenty of effort. Finishing it is an awesome result.

And if I ever need more motivation, I think back to my first New York marathon, which I ran in 1986. Of the 20,000 runners who started, the most amazing was a Vietnam veteran, who finished last -- in 4 days, 2 hours and 47 minutes. He covered the 26.2 miles with no legs. He ran on his hands. When my daughter Mimi and I saw him in the early part of the marathon, his example convinced us that we could finish that grueling race.

Marathons, half-marathons, even 5K races are all great tests of accomplishing your goals. Who says you aren't tougher, smarter and harder-working than your competition? If you believe you can do it, and prepare yourself properly, you will have results you can be proud of.

I am committed to taking care of my physical health because I believe that it has a positive effect on every other facet of my life. I don't compete for money or medals. I participate because I win rewards that no outside organization can offer. I want to achieve my personal best.

I have been running for more than 40 years, and have completed 10 marathons, including the 100th Boston. Two hip replacements have meant a change to my regimen, but I can't give up trying. I even get a rush out of watching other runners compete. I've been attending the summer Olympic Games nearly as long as I have been running, and I always watch the marathon enviously. I know I will never match these athletes' superhuman times, but I admire their determination and dedication. They inspire me to keep pushing myself.

What does any of this have to do with business advice? Plenty.

There are obvious parallels to perseverance in tough business cycles, dedication to going the extra mile for customers and determination to seeing a job through to the end. Setting goals and doing what is necessary to achieve them, always trying to improve your performance, and a commitment to be your absolute best are always on the minds of top performers in business and marathons.

Around this time every year, all those New Year's resolutions about getting more exercise and taking better care of our bodies start to fade. Too often, we fall back into bad habits and decide it's just too hard to stay with a new routine.

But now it's time to refocus and recommit. A study by the National Academy of Sports Medicine finds that "Maintaining an active, healthy lifestyle helps increase productivity and diminishes health care costs. Employees involved in a corporate wellness program tend to miss fewer days and have fewer doctor visits. Exercise has many positive benefits, including reduced risk of heart disease, cancer and Type 2 diabetes. In addition, exercise improves cognitive function, reduces stress, and improves your mood."

I can't argue with any of that. I know that not everyone has access to a corporate wellness program. How about starting a walking club during your lunch hour or after work? Exercising with friends provides great motivation to continue.

Start with a reasonable goal of 15 minutes, and work your way up from there. If you break exercise into manageable segments, you are more likely to stick with it. You realize that you can make time to take care of your body without compromising your other responsibilities. But really, shouldn't one of your greatest responsibilities be taking care of yourself?

One of my favorite pleasures is hearing from readers about their successes in business after they have found some helpful advice in my columns or books. I would be thrilled to hear how exercise has improved your career progress and business ventures.

Mackay's Moral: Stop running around in circles -- take care of your health.