Tag Archive for Consistent

Your Walk Talks, and Your Talk Talks

Recently, my family came together during a difficult time, when my father had a stroke.  As we gathered together in the hospital, with much uncertainty over the eventual outcome*, often our conversations would turn to our memories of the words of wisdom he had shared over the years.  Some of it was quite funny, but all of it was wise, so I thought it would be appropriate to share some of the wisdom I have learned from him through the years.  Some are a repeat of previous posts (because I had already been sharing his wisdom), and some are topics I haven’t shared before.  This week, I am sharing a post that I shared some time ago, and it centers around something he often said when he talked about the importance of your example to others.

*My father went home to be with His Lord and Savior, Jesus Christ, on Sunday, May 8, 2016.  I grieve at the loss of my hero, mentor, and friend, but I rejoice at the celebration of his arrival in heaven.

“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.

 

Quotable (Jeff McMaster, on consistency)

“Consistency begins with what you say, is demonstrated by what you do, but is validated in who you are. ”

Dr. Jeffrey McMaster, Be Consistent

Lead with Integrity

In the classic Christmas movie, It’s a Wonderful Life, Jimmy Stewart plays the role of George Bailey, son of the founder of the Bailey Building and Loan Association. George’s life is marked with a number of moments of self-sacrifice and responsibility, but it is the contrast between his character and that of Mr. Potter, local businessman and bank owner who serves as the chief competitor to the Building and Loan, that provides a striking picture of integrity.

At some point in the story, George’s Uncle Billy takes a deposit from the Building and Loan to Mr. Potter’s bank, but in a moment of emotional response to Mr. Potter, he unwittingly misplaces the deposit in the banker’s folded newspaper. This is where the contrast in integrity becomes so apparent. When Mr. Potter realizes that Uncle Billy has “lost” the deposit, he seizes the opportunity to force the Building and Loan into bankruptcy and scandal. His lack of integrity is on display when he covers up the fact that he has the lost money, and tries to deceive George into selling out. George, on the other hand, refuses to compromise, resulting in a night of despair and potentially tragic choices, but culminating in the love and support of his family and friends.

Since the 1980’s, James Kouzes and Barry Posner have conducted extensive, global research on organizational leadership that has revealed the significant importance of integrity in leaders. The results of their research, presented in the book The Leadership Challenge (2002), have identified five practice of exemplary leadership, those behaviors that were consistently present among successful and influential leaders: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. But they also identified those things that followers most expected from their leaders. Having surveyed over 75,000 people around the world, they have discovered that one characteristic is expected more than any other: honesty. Their results have revealed that in almost every survey they have conducted, “honesty has been selected more often than any other leadership characteristic; overall, it emerges as the single most important ingredient in the leader-constituent relationship” (p. 27). They go on to say, “When people talk to us about the qualities they admire in leaders, they often use ‘integrity’ and ‘character’ as synonymous with honesty. No matter what the setting, everyone wants to be fully confident in their leaders, and to be fully confident they have to believe that their leaders are people of strong character and solid integrity . . . nearly 90 percent of constituents want their leaders to be honest above all else” (p. 27). The clear implication is that integrity matters. People will not follow a leader they do not trust, and their level of trust is directly connected to the leader’s integrity.

Why is there such a strong connection between integrity and effective leadership? To begin with, integrity is an attribute of someone’s character that is directly connected to consistency. In other words, when your beliefs and actions are not consistent with each other, you are viewed as hypocritical, but when your walk matches your talk (the essence of consistency in character), you are viewed as having integrity. People will then believe what you say because they believe who you are. This leads to credibility, or the confidence that you can be believed because of the integrity that you have demonstrated. Credibility, in turn, is followed by trust, and people will follow someone they trust.

Therefore the lesson is that integrity is crucial for effective leadership. And it must be something that is demonstrated over time in all circumstances. It cannot be a characteristic that you demonstrate in some circumstances, but not in others, picking and choosing when you think it will benefit you to act honest, like a jacket that you put on or take off to fit the mood or the environment. People will very quickly identify that behavior as disingenuous and dishonest. Rather it must be part of who you are all the time. For integrity to be believed, it must be genuine.

When I was young, I once heard integrity defined as the characteristic of choosing to do what is right even when no one is looking. That idea must be true of your actions in all circumstances; whether it is public or not, whether it is easy or not, whether it personally benefits you or not, you need demonstrate integrity. Do it in the big things, but also do it in the little things, in your daily choices of what you do, or what you say, or what you allow. If people know that you have integrity, they will trust you enough to follow you. So regardless of what type of leader you are, what your circumstances are, or what the environment is in which you lead, integrity must be a genuine and integral part of who you are, how you live your life, and how you lead. To be an effective leader, you must lead with integrity.

 

Kouzes, J. M., and Posner, B. Z. (2002). The Leadership Challenge (3rd Ed.). San Francisco, CA: Jossey-Bass.

 

Quotable (Jeff McMaster)

“Consistency begins with what you say, is demonstrated by what you do, but is validated in who you are.”
Dr. Jeffrey McMaster

Quotable (Kouzes & Posner)

“Leaders demonstrate their intense commitment to the values they espouse by setting an example: this is how they earn and sustain credibility over time.  Setting an example is essentially doing what you say you will do. Leaders are measured by the consistency of deeds with words.”  (Kouzes & Posner, 2002, p. 93)

Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass.

 

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 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 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.