Archive for May 2015
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What is God’s purpose for you? What are you supposed to do with your life? These are difficult questions that we all wrestle with, often causing frustration, anxiety, or indecision. Using the concepts of passion, ability, and opportunity, Dr. Jeff McMaster presents a road map for identifying your individual purpose, and finding fulfillment in it. Based on principles from the Bible, these simple ideas can help you gain a better understanding of what God made you to do, and find fulfillment in it.2) You can get a free digital copy of my “Three Keys for Forming a Good Team” by signing up for email notices! On the Common Sense Leaders home page, enter your email address and first name (and I guarantee your information will not be shared with anyone else), and I will send you a free digital copy, containing three important factors to keep in mind when putting a team together.
“Consistency begins with what you say, is demonstrated by what you do, but is validated in who you are. ”
Dr. Jeffrey McMaster, Be Consistent
“Your walk talks and your talk talks, but your walk talks louder than your talk talks.” I heard my father say this many times when I was growing up, in his effort to teach the importance of being genuine. The lesson, which was reinforced to me on numerous occasions, was that my words (what I say) and my actions (what I do) need to match. In fact, the reality is that people will judge me more by my actions than by my words.
As I grew into an adult, I eventually realized that I had unconsciously taken on many of my father’s characteristics that I had learned by watching his “walk.” Interestingly, I think the same thing is true in organizations: people within the organization, over time, take on many of the characteristics of the leader. I’m reminded of the classic parenting line, “Do as I say and not as I do,” which we all know is not what really happens; we tend to do what we see. That same conclusion was reached by Albert Bandura in his studies on behavior modification and observational learning, most notably in his classic “Bobo doll” study (1969, 1986, 2003).
One of the primary applications of this truth is the importance of consistency in leadership. In essence, do what you say you will do. I found strong affirmation of this in a recent study by Jack Zenger and Joseph Folkman, which was undertaken to identify “what separates the competent from the exceptional individual performers” using over 50,000 360-degree evaluations on 4150+ individual contributors over a five-year time period. Stated in an article in the Harvard Business Review Blog Network, they said, “Walk the Talk. It’s easy for some people to casually agree to do something and then let it slip their minds. Most people would say that this is mere forgetfulness. We disagree. We believe it is dishonest behavior. If you commit to doing something, barring some event truly beyond your control, you should follow through. The best individual contributors are careful not to say one thing and do another. They are excellent role models for others. This is the competency for which the collective group of 4,158 individuals we studied received the highest scores. That means, essentially, that following through on commitments is table stakes. But exceptional individual contributors go far beyond the others in their scrupulous practice of always doing what they say they will do.” (Zenger & Folkman, 2014)
Consistency in what you do is one of the most important factors in your credibility as a leader. It gives you trust, makes you believable. John Kotter made the same connection between consistency and credibility when he said, “Another big challenge in leadership efforts is credibility – getting people to believe the message. Many things contribute to credibility: the track record of the person delivering the message, the content of the message itself, the communicator’s reputation for integrity and trustworthiness, and the consistency between words and deeds.” (HBR’s 10 Must Reads on Leadership, 2011, p. 48) I had the opportunity to live this out in one organization that had an absence of trust between leadership and employees when I arrived. In my first year, I became very intentional about communicating publicly what I would be doing (both minor and major things), and then making sure that people saw that I did those things. I wanted them to know that I would do what I said I would do, so that they could trust me. My efforts were affirmed when, during an evaluation process at the end of the first year, the consensus of the employees indicated that “trust of leadership” was one of the most positive aspects of the year.
I also want to go one layer deeper in this principle. The consistency of doing what you say you will do is critical to effective leadership, but it will really only work well if it is genuine, and it is only genuine if it is who you are. In other words, it’s not simply about your actions matching your words, but your life matching your values. Jim Collins calls this “consistency of action – consistency with values, consistency with long-term goals, consistency with performance standards, consistency of method, consistency over time.” (Collins & Hansen, 2011, p. 21) Consistency begins with what you say, is demonstrated by what you do, but is validated in who you are. It is actually at this deeper level that you will find the strength and courage to resist the pressure to compromise in ways that make you inconsistent, especially when circumstances are difficult.
Bandura, A. (1969). Principles of Behavior Modification. New York, NY: Holt, Rinehart, & Winston.
Bandura, A. (1986). Social foundations of thought and action: a social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.
Bandura, A. (2003). On the Psychosocial Impact and Mechanisms of Spiritual Modeling. International Journal for the Psychology of Religion, 13(3), 167.
Collins, J., & Hansen, M. T. (2011). Great by Choice: Uncertainty, Chaos, and Luck – Why Some Thrive Despite Them All. New York, NY: Harper Collins Publishers.
HBR’s 10 Must Reads on Leadership. (2011). Boston, MA: Harvard Business Review Press.
Zenger, J., & Folkman, J. (2014, April 11, 2014). The Behaviors that Define A-Players.
The “Style Approach” to leadership is one that focuses on what leaders do and how they act, in relation to managing tasks and managing people. Some leaders manage tasks well, but not people, and vice versa; and some tasks and some people require different leadership styles than others. In your experience, what leadership styles have you observed, or enjoyed, or bristled under? Please share in the comment box below.