Are you a leader who truly walks the talk?

It’s so important to lead by example.

I do a lot of coaching and facilitation workshops with top-level managers about different ways to communicate clearly and effectively, improve the lives of their people and to be courageous as a leader. 

You know, things like giving feedback, delegating and honouring a healthy work-life balance – like encouraging employees to unplug during non-work hours and making time for their family and their own well-being

We also focus on fostering diversity, both in terms of people and thinking, in the workplace. This is a progressive sort of leadership style that comes with shifting mindsets and management techniques. 

But lately, I’ve been noticing that many senior people in these organizations are not setting the right example by prioritizing what they are preaching.

That makes it nearly impossible for the next generation of managers to embrace these innovative practices – ones that are more employee-centred and sustainable – if the people above them aren’t doing it.

Modelling behaviour  

As we know, when it comes to workplace modelling, it’s most often "follow the leader." So, if you don’t see your manager leaving at lunch with her yoga mat, it’s unlikely you’d ever do the same.

Unfortunately, I’ve worked with many executives who still have a “do as I say, not as I do” approach to leadership. 

You know, “I’m a workaholic; don’t be like me, working late nights or on the weekends to get the job done.” But many still wear this old-school ethos as a badge of honour. 

I get it. For many senior execs, their work belief system is deeply engrained: This is the type of work-first mentality that got them where they are today. 

So, even though they’re reading the Harvard Business Review and listening to coaches like me talking about leading the next generation more humanely, in a more diverse way and sustainable way, they are still not doing it! 

As someone invested in watching organizations thrive, leaders must understand their role as people leaders and behaviour change leaders. Your job is to influence others in a way that they develop to become senior leaders in your organization without getting burned out or stressed out. 

To do that, we must let go of some of our old ways of doing things. 

Talking the talk

If your manager isn’t walking the talk, what can you do about it?

Start with a respectful conversation, one-on-one. You can say, ‘Hey, I’m a bit conflicted here. You know, we just did a seminar on prioritizing work-life balance yet, I’m not seeing you do it, and I’m not seeing the CEO or the CFO do it either. I’m not sure what to do.”

 This conversation needs to happen. I also believe at the most senior table, there’s an unwillingness for leaders to call each other out on old behaviours, which also needs to change.

I encourage senior leaders to start setting the right example. Ask yourself what changes we’ve made and what else we need to do regarding how we lead and interact with our people to foster a healthier workplace and ensure that our employees feel comfortable speaking up and talking about a healthy work life.

 Most companies put their values at the top of their story and right there in the front of their lobby. This is who we are; our people come first, and things like that. They’re all wonderful sentiments, but how well are we living it?

So, a great practice would be for a company’s senior team to get together and discuss how we are doing against walking our talk.

How well are we demonstrating these values as a senior team? And if we aren’t, then let’s ask the question: Is this a value that we want to live? And if it is, what do we need to do to start living it because organizations will default to the behaviour of the most senior people and how they act?

It’s time to talk the walk so others will follow.