A foundational behavior in effective leadership requires demonstrating congruence between what one says and what one does.
Unfortunately, many times the behaviors of those in charge reflect a philosophy of “do as I say not as I do” rather than one of congruence.
Creating Distrust and Disagreement
Incongruence at both the personal and organizational level often results in distrust and disengagement by the people who have experienced or observed the incongruence. While the data on disengagement and its impact is alarming, the good news is that we are actually dealing with the behaviors that cause the issues.
And when dealing with behaviors, there is a better chance to create better outcomes.
- We can often think of those managers who hold themselves to a different standard than they hold everyone else to.
- These are the managers that consistently expected others to stay late but leave the office early themselves.
- They are the managers who stress transparency. yet would not relay important information to their people. Maybe they are the managers who stressed integrity. yet are unethical in their own behaviors.
These actions often created environments of distrust and disengagement by those who see or who are the recipient of this behavior.
Talking, But Not Walking
As well, we can all recall the organizations that might have done this:
- State their commitment to their employees or customers, yet don’t behave that way.
- Claim that their people are their most important asset, yet they do not invest in their development.
- Or, they are the organizations that conducts a survey on employee satisfaction, yet do nothing to address the issues that may have surfaced from the survey.
Again, these behaviors often create a sense of employee distrust toward the organization.
In these examples, this incongruence often results in disconnection, disengagement and distrust toward the manger, the organization or both.
In the past, the social and financial impact of these negative behaviors was often overlooked.
However, today ample data exists which demonstrates the adverse impact that disengagement has on an organization as it relates to turnover, absenteeism, injuries and profitability to name a few. Much work has been done by organizations such as Gallup to expose the negative consequences of disengagement.
Changing Minds, Changing Behaviors
The good news about the high levels of disengagement the surveys have uncovered is that it can minimized, through behavior changes.
The first behavior involves acting in a congruent way.
As leaders, we must “walk the talk.” In order to create an engaged workforce, those in positions of authority and organizations themselves must become aware of the negative impact that incongruence has on people, the organization, and its customers.
This behavior involves taking inventory of your actions and asking, “Would I see my words and actions as being congruent if I observed them in someone else.”
Another suggestion would be to find someone who would be committed to providing honest feedback on your behaviors and their level of congruence.
This is the first step toward increasing engagement in those around you.
Take the challenge and regularly ask yourself: Is you approach to walk the talk or do you expect others to do as you say but not as you do? What behaviors might you be exhibiting that are incongruent? How might this behavior have caused disengagement in someone in your workplace? I would love to hear your thoughts!
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