In a recent blog post, Actions Speak Louder than Words, I talked about the need for leaders to not only "talk the talk," but the need to "walk the walk." I think this is important as we work to promote project management as a leadership discipline. In the book, The Truth About Leadership, by James Kouzes and Barry Posner, they write, "’Actions speak louder than words’ is wise counsel to live by. Quite often the greatest distance that leaders have to travel is the distance from their mouths to their feet. Taking that step toward fulfilling a promise, putting the resources behind a pledge, and acting on a verbal commitment may require great courage. But it’s the very thing that demonstrates the courage of your convictions."
Of course, this shouldn’t be a surprise to anyone. Leading by example has been a long accepted leadership practice in cultures all over the world for thousands of years. What’s more, according to Kouses and Posner, research substantiates its importance. "Cornell professor Tony Simons has investigated the ‘behavioral integrity’—his term for doing what you say you will do—of managers and has found that organizations ‘where employees strongly believe [that] their managers followed through on promises and demonstrated the values they preached were substantially more profitable than those whose managers score average or lower’ on being role models," they write. "Similarly, UCLA professor Donna McNeese-Smith found in her research studies that ‘If good managers want productive employees, they must set a good example and practice what they preach.’"
In organizations where project leaders move from project to project, your reputation as someone who "walks the walk" could make the difference between a project team that rallies behind you and the initiative, and a team that marginalizes and ignores you. Building that reputation might just be a little more difficult than it is for those of us who tend to work with the same team project after project. That being said, word gets around.
The fact of the matter is simple, you either lead by example or you don’t lead at all. As far as project teams are concerned, seeing is believing. "Your statements and actions are visible reminders to others about what is or is not important," write the authors. "Admitting your mistakes and shortcomings goes a long way toward building up people’s confidence in your integrity. It gives them one more important reason to put their trust in you."
What are you doing to lead by example? Can your project team see your values demonstrated not only in what you say, but in what you do?
Great article sir. Yes, talking the talk seems all the rage these days. Walking the walk requires personal risk and effort, therefore it is much rarer. For a project manager, you need to have the capability to follow through on your promises to your team. You are there to facilitate (make things happen). Without that skill, you end up becoming a talking head who manages a calendar.
I couldn’t have said it better myself Mike. To advance the discipline (and our careers), I think it’s important that we start thinking about how we can really “lead” successful teams. Otherwise, we not only become talking heads as you suggest, we become irrelevant. Thanks for your contribution to the conversation.