Values are caught as well as taught. What a leader does is more often more impactful than what is said.
This message came to mind as I read of an organization’s rolling out a development program for supervisors. I applaud them for doing so. I would encourage them to make sure all the leaders, including the C-suite, complete the program. Why? All people impact others by our actions and words, both in a personal capacity and a professional one. To have middle managers complete a program, and to not have all leaders complete it, can send the wrong message. It is important for senior leaders to role model what is being taught.
Sometimes we can unintentionally act in a way that does not match company standards. Here is an example. I was presenting in an organization, and during the break, a person came up to me and asked me, “What do you do when the president is not following the rules?” I asked him what he meant. He shared that he worked in security and that the president would often park close to the front door and not in employee parking. He felt this sent the wrong message. When the CEO learned of this, he quickly acted. He shared with the group that he parked close to the front door at times, knowing he would be coming out soon; however, he added that he was wrong to not park in employee parking and would do so from now on.
Actions speak louder than words. When I owned Studer Group, we began a contract with the Cleveland Clinic. To start the engagement, a full-day conference was held with hundreds of leaders. Dr. Loop, the then president of the Cleveland Clinic, spoke and sat front and center for the entire day. Dr. Loop demonstrated his commitment to the work ahead. Dr. Loop’s influence lives on in me and others.
Mark Clement, the president and CEO of TriHealth, created a measurement tool that allows people to provide feedback on how well leaders are role modeling the values. This sends a great message as well as garnering helpful feedback. My experience is that leaders are committed to role modeling values. They also underestimate the impact of their behavior and how others interpret what that behavior says about the organization’s values.
Some suggestions:
1. Take a page out of Mark’s book and assess how others view their leaders’ living the company’s values. He can be reached at Mark_Clement@trihealth.com.
2. Be super sensitive to how you are viewed. If you are in leadership, it is not unusual for people to want to treat you as though you are special: offering to let you cut in line at an event, saving spots for you, serving you first. My recommendation is to say, “Thank you, but no thanks.” People have good intentions, but this kind of favoritism can create challenges.
When I was president of a hospital, I received a note from an employee. She told me she had been off work and with her mother who was waiting to see a physician. It turned out that I also had an appointment to be seen in the same clinic at the same time. When I walked in, the
receptionist offered to get me in to see the physician right away. I said, “Thank you; however, I will wait my turn.” The employee wrote that she saw me wait my turn, and she appreciated that.
Never underestimate the difference one makes.
3. Remember the saying “Leaders go last.” Our role is to serve.
There are hundreds of similar examples of leaders’ making a difference through what they do. In leadership, every action sends a message about what is valued and tolerated. Don’t underestimate the impact every action has…no matter how small it might seem. People do notice.
