Why What You Say as a Leader Doesn’t Matter
The following piece comes from the website of the prestigious *Forbes* magazine and was written by Louis Efron, a former contributor who writes about people, purpose, and leadership.
Louis Efron is a globally recognized thought leader, speaker, author, and human resources executive at Fortune 200 companies. He is the author of four books: *How to Find a Job, Career and Life You Love*; *Purpose Meets Execution*; *Beyond the Ink*; and the children’s book *What Kind of Bee Can I Be?*. He contributes to *Forbes* and *The Huffington Post* and is the founder of the charity World Child Cancer USA. His professional background includes roles such as Director of Global Engagement at Tesla Motors, International Vice President of Human Resources at JDA Software, and Vice President of Human Resources at Stryker—a Fortune 300 medical device company. He also has experience in Broadway theater and currently serves as Vice President of Teammate Experience at a Fortune 200 medical-sector company. He studied labor relations at the Cornell University School of Industrial and Labor Relations (New York) and completed an advanced leadership program at Harvard Business School. He holds a Bachelor of Arts (BA) from California State University, Fullerton, as well as a Bachelor of Science (BS) and a Juris Doctor (JD) from the Saratoga University School of Law.
It was 10:15 p.m. when I finished my first day of work in Japan. I had moved to Tokyo to lead the human resources department for the company where I was employed. I had stayed late to catch up on some work. As I opened my office door, I realized that most of my team was still at their desks.
“Why are you all still here?” I asked. They were waiting for me to leave, just in case I needed anything.
In traditional Japanese culture, team members do not leave the office before their boss. I explained to them that I was only concerned with their performance and results, not the number of hours they spent at work. I also told them that if they had finished their tasks for the day, they were free to leave at any time. Despite my instructions, they continued to stay in the office until I left each day.
I realized that if I wanted to encourage my team to leave the office earlier, I needed to take a different approach. First, I had to change my own behavior.
I began leaving the office around 5:00 p.m., and if necessary, I would continue working remotely later in the evening. Furthermore, I stopped sending emails to my team outside of working hours.
Now, my team members feel free to leave the office to pursue personal interests, spend time with family and friends, and, in general, enjoy their lives outside of work more. I also observed an increase in their efficiency: they were able to accomplish more in less time.
It was a great achievement for everyone and transformed the workplace culture for the better.
Actions speak louder than words
As most people know, the saying “do as I say, not as I do” simply doesn’t work when children are involved. That is why I always make a point of following pedestrian crossing rules when I am with my young daughters; I want them to learn how to behave safely for when they have to cross the street on their own.
Much like children, employees quickly adopt their leader’s behavior when it suits them. If you promise someone you will do something and then fail to follow through, that person will feel entitled to do the same to you when the time comes. If you speak ill of others, act dishonestly, or show a lack of respect toward those around you, your employees will end up behaving in the same way.
For example, if you want meetings to start on time, ensure that you always begin them at the scheduled time. If, on the other hand, you are consistently late, your team will conclude that a lack of punctuality is not an issue. Consequently, your workplace culture will lack punctuality, regardless of what you say.
Your actions—not your words—are what will determine the behavior of those around you and, ultimately, the culture of your organization.
No level is too high
An organization’s culture is the direct result of the fundamental actions of its leaders. A CEO who believes their behavior is too far removed to influence frontline employees is only fooling themselves. In fact, the most powerful form of reinforcement comes directly from the top—for better or for worse. Employees at lower levels perceive this behavior as something that is accepted, or even expected.
If senior executives exert excessive, constant control over tasks—a practice known as “micromanagement”—that management style will spread throughout the entire organization. This happens not merely through imitation, but because employees come to believe that such behavior is a requirement for survival or success within the company. A culture so deeply entrenched stifles creativity, personal development, and organizational progress.
Conversely, leaders who actively foster autonomy in others create robust cultures that stimulate innovation and growth. Leaders who show genuine interest in their team and recognize good work cultivate cultures characterized by high levels of engagement and a sincere concern for people.
Setting a poor example from the top of the organization can have even more serious consequences.
When senior executives ignore company policies or openly violate established rules, employees at lower levels feel empowered to do the same. This type of behavior leads to the erosion of organizational culture, potential ethical or legal breaches, and—in certain environments—safety issues.
Your words may be heard, but your actions as a leader are observed, judged, criticized, and imitated. The culture you project from the leadership level will become the culture of the entire organization. Define your organizational values and ensure that you, as well as other senior leaders, embody them consistently.
What role does trust play?
In his article for *Inc.* titled “7 Simple Ways to Lead by Example,” Brent Gleeson states:
“Navy SEALs are trained to be leaders, regardless of their age or rank. In other words, they are trained to earn trust. As I learned with the SEALs—and continue to rediscover in the business world—people only truly follow those they trust.”
Throughout my career, I have been fortunate enough to work with several former Navy SEALs. They were consistently among the best leaders in any organization. Leading by example is a cornerstone of their belief system. The Navy SEAL creed states: “I serve with honor—on and off the battlefield… I lead by example in all situations.”
Trust is the foundation of any healthy relationship, whether personal or professional. Without trust, you become an ineffective leader. If you do not lead by example, you will fail to drive or influence change.
Inaction also has consequences.
Just as your actions influence your team’s behavior, so too does your inaction.
Throughout my career, I have worked with both high-performing and low-performing teams. I have observed that, in most cases, poor performance stemmed from managers ignoring or avoiding the need to address the subpar performance of their team members. Over time, the most competent individuals would realize that inappropriate behavior went unaddressed. Unfortunately, the performance standard for the entire team would eventually decline—even among the top performers.
The behavior of your team and the creation of a high-performance culture are defined by what you choose to react to—and what you choose not to. If you promote excellence but fail to address poor performance, that poor performance will eventually become entrenched. If you talk about integrity and caring for others, yet allow dishonest or disrespectful behavior to persist, that kind of conduct will spread through your organization like a cancer.
Consider the example of the meeting mentioned earlier. Even if you start all your meetings on time, if you consistently allow one team member to arrive late, others will eventually follow suit. Your inaction validates that behavior and encourages others to act the same way.
Avoiding the “bad apple” syndrome is essential. If you allow a leader to act in a way that contradicts the culture you are trying to build, you will undermine all your other efforts. You must require every team member to adhere to the organization’s values, even if they are delivering strong short-term results. Otherwise, you are sacrificing long-term viability—as well as your ability to attract and retain top talent—for the sake of immediate gains.
Values That Matter
In his “Instructions for Life,” the Dalai Lama speaks of the importance of following the “three Rs”:
Respect for yourself.
Respect for others.
Responsibility for all your actions.
Core values that align with these principles—and which leaders embody through their own example—foster a healthy and productive culture within an organization.
By respecting yourself, you remain true to who you are in all your interactions, which encourages authentic, trust-based relationships throughout the organization. By respecting others, it is highly likely that they will reciprocate with respect and feel motivated to lead, in turn, in a respectful manner.
By taking responsibility for all your actions—owning your decisions and the outcomes they produce—you foster accountability and trust within your organization.
Core values anchored in these “three Rs” will enable you to lead by example, helping you achieve the results you desire for your organization.
What you do and how you react as a leader is what truly matters—far more than the words you speak or write. If your leaders fail to demonstrate behaviors that support your organization’s values and culture, you must ask them to change or to leave the organization.
What leadership challenges are you facing? Share them in the comments section below.
To learn more about me, my new book *How to Find a Job, Career and Life You Love* (second edition), and the accompanying recording *Surrender to Your Purpose*, visit LouisEfron.com, Amazon.com, or iTunes.
Your behavior speaks louder than your words: leading by example. Leadership is much more than just giving orders or delegating tasks.
The following contribution comes from Inc.com, one of the leading media outlets for small and medium-sized enterprises (covering innovation, leadership, startups, human resources, etc.) in the United States and globally.
It is authored by David Finkel, co-author of *Scale: Seven Proven Principles to Grow Your Business and Get Your Life Back* (written with Jeff Hoffman, co-founder of Priceline.com) and a respected thought leader in the business world. He has written 12 books on business, including his most recent release, *The Freedom Formula*. His weekly newsletter, aimed at business owners, has 100,000 subscribers worldwide. Finkel is the CEO of Maui Mastermind, a business coaching firm. Over the past 20 years, Finkel and the other coaches at Maui have personally scaled and sold businesses with a combined value exceeding $2 billion.
As a leader, your words matter, but they do not carry nearly as much weight as your actions. The way you behave sets the tone for your team and influences everything—from how people approach their work to the overall culture of your organization. The old adage “actions speak louder than words” is particularly relevant in leadership. If your behavior is inconsistent with what you preach, your words quickly lose their meaning. This article explores how leading by example serves as one of the most powerful tools in your leadership repertoire, and how you can use it to inspire your team.
The power of being a role model
Leadership is much more than just giving orders or delegating tasks. One of your most essential roles as a leader is to act as a role model. Your team is constantly observing how you behave, especially in challenging situations. They look to you for guidance on how to act, how to manage pressure, and how to respond to various circumstances.
Let’s examine this through a few practical examples. If you emphasize punctuality but are consistently late for meetings, your team is likely to do the same. If you highlight the importance of collaboration but rarely seek input from others, your team will notice. Conversely, if you consistently demonstrate the behaviors you expect from your team—such as accountability, openness, and respect—those values will begin to permeate the work environment.
Sense of Responsibility (Ownership): Leading by Taking Ownership
One of the most fundamental behaviors you can model as a leader is a sense of responsibility (or “ownership”). This entails taking full accountability for the tasks and functions assigned to you; it is not just about completing the work, but about how you handle the obstacles, delays, and errors that arise along the way.
Consider this scenario: you delegate a project to a team member, and they encounter an obstacle because another department has failed to provide the necessary information. If that person comes to you with excuses or blames others for the delay, it is a sign that a sense of responsibility is lacking. Now, imagine that same person taking proactive steps to follow up with the other department, seeking solutions, and keeping you informed. That is a sense of responsibility in action.
As a leader, you must model this behavior. When things do not go as planned, take responsibility rather than making excuses or blaming others. If a project is delayed, demonstrate how to take control of the situation, reach out to the relevant people, and find solutions. This not only builds trust within your team but also sets a standard for how they should approach their own work.
How to Lead Effective Meetings: Setting the Tone
Your actions speak louder than your words, especially in how you lead meetings. Meetings are a crucial part of your team’s communication and workflow; the way you conduct them sends a clear message about what is important.
Do you start meetings on time, or are you often late? Do you set clear agendas, or do meetings seem disorganized and unproductive? Are all opinions heard, or do you dominate the conversation?
When you lead meetings with respect for others’ time and contributions, you model essential leadership behaviors. This fosters an environment of efficiency and inclusion, showing your team that you value their input and respect their time. By demonstrating—through your own behavior—how to lead effective meetings, you encourage your team members to do the same in their own interactions.
How You Manage Stress and Challenges
Perhaps the moment that best defines a leader is how they behave during difficult situations. When stress rises and things don’t go as planned, your team watches you closely. These moments reveal your true leadership qualities, and how you react will leave a lasting impression on your team.
Do you remain calm and composed, or do you let frustration take over? Do you focus on finding solutions, or do you waste time dwelling on the problems?
The way you handle these situations not only influences the immediate outcome but also shapes how your team perceives and approaches challenges in the future.
A leader who maintains their composure under pressure conveys the message that challenges can be overcome. Conversely, a leader who loses their cool may unintentionally foster a culture of anxiety and fear. Showing your team that it is possible to face challenges with a cool head and a problem-solving mindset will help them adopt that same approach.
The long-term impact of leading by example
Leading by example goes beyond simply helping your team complete daily tasks; it is about shaping the culture of your workplace and developing the next generation of leaders. By consistently demonstrating the behaviors you expect to see from your team, you create an environment rooted in accountability, respect, and high performance.
Furthermore, leading by example strengthens trust between you and your team. They know they can count on you to uphold the same standards you expect o
