When I was 16 years old, I wanted more cash. After all, what 16-year-old doesn’t? My father owned a small printing business, and he always needed more hands for collating. Before the invention of our current-day, all-the-bells-and-whistles copy machines, collating meant manually putting page 1 on top of page 2, on top of page 3, etc., about 10,000 times!
One steaming hot Appalachian morning, my dad lamented in our kitchen about how hot the shop would be. I said, “Well, why don’t you wear shorts?” He replied, “If I wear shorts, everyone (the employees) will start wearing shorts. Then they will start wearing halter tops and no shirts. Then customers will come in, and employees will go to greet them with shorts and no shirts.” Not good!
My dad, while a wonderful man and father, would not be the first person to interview if I were looking at top CEOs, but he understood the basic concept of role modeling, and he lived it.
All of us are leaders. We all look at the person in front of us in the check-out line, and if they throw trash on the floor, we have choices: we can also litter, we can ignore it, we can pick it up.
When we are at a heated ball game and the official makes a terrible call, we have choices about how to respond. Our choices are contagious and impact how others around us act.
All of us (okay, most of us!) talk a good game. Few would say, “I am a terrible parent, and let me tell you how I fail each day” or “I am a horrible manager. Let me tell you how I say one thing and do another.”
All of us want to believe that we are good role models and that our actions are consistent with our words.
Here are some of the inconsistencies that I see among leaders in organizations:
The senior executive who constantly talks about cost savings, but spends thousands on her golf outfits, her golf clubs, her golf membership, and then charges it all back to the organization.
The manager who praises the employee face-to-face, but then goes into the break room and pounds his fist on the table saying that “No one works around here!”
The employee who sits at meetings saying, “I support this company. I am eager to help,” but then takes new employees out to lunch and complains and denigrates the company, all in an effort to “protect new employees.”
What are the inconsistencies you see within your organization? Within your leaders? And most importantly, within yourself?