Walk The Talk

Have you ever come across people who don’t practice what they preach? How does that saying-one-thing-but-doing-another behavior make you feel? Would you believe what they say again? Would you respect them? Would you want to act like them?

Double standards under any circumstances are not desirable in the workplace as well. When leaders expect their direct reports to perform a certain way, but they do not behave the same as a role model, the trust would be violated, and the rapport would be compromised. Leadership is like parenting; we must lead and teach by example. Walking the talk earns respect from the people we manage and strengthens the bonding with them most effectively.

We certainly do not wish to earn respect simply by our job title although holding a leadership position often comes with a halo and privileges of some sort. The respect that we earn by being a role model and leading by example is far more powerful and impactful. We get buy-in quicker and could move mountains at times when resources are tight because people are willing to go the extra mile to support our mission.

However, it is easier said than done when it comes to walking the talk. It takes a great deal of self-mastery to behave consistently 24/7. It only comes naturally when we truly believe what we preach to an extent that it becomes part of our identity. Otherwise, we are just pretending to be what we think we are. In other words, when our inner voice aligns with our body language, we become an authentic role model.

Another benefit of walking the talk in leadership is the demonstration and promotion of the “we”, which goes without saying could drive the team spirit phenomenally. For example, if leaders expect their subordinates to work more proactively, they too need to act proactively by sharing their vision, communicate timely, plan effectively, lead decisively, delegate appropriately, etc. to inspire team members to follow suit because actions always speak louder than words.

People who have the ability to understand the consequences of their words, actions or inactions, and their intentions on others could become good leaders. This capability requires a high level of self-awareness and constant practices of self-reflection. However, our ego often gets in the way when we try looking into our mind without assumptions, attachment, and judgement. Getting support from a professional coach could help you reach that state of mind more objectively and effectively. Come talk to us at HIbodhi only if you want the best for yourself.

你遇過言行不一的人嗎？ 這種說一套做一套的行為讓你有何感覺？ 你會再相信他們說的話嗎？ 你會尊重他們嗎？ 你想像他們一樣嗎？

雙重標準在在任何情況下包括工作場所也是不可取的。 當領導者期望下屬以某種方式表現時，自己的行為與其表現卻不統一時，信任就會受到損害，融洽關係也會受到打擊。 領導者就像養育孩子般的父母； 我們必須以身作則。以身作則及言行一致可以贏得員工對領導者的尊重，並最有效地加強與員工的緊密聯繫。

儘管擔任領導岡位通常會帶來光環和某種特權，我們卻不希望僅僅利用職位頭銜來獲得尊重。 從以身作則和成為榜樣來贏得的尊重，會變得更強大和更有影響力，讓我們更快取得支持，並且在資源緊張的時候可以移山倒海，因為大家願意付出更多的努力去支持我們的使命。

然而言出必行的表現，說來容易做來難。 要保持 24/7 一致的行為，需要大量的自制能力。 只有真正相信我們宣揚的信念，並且融合成為自己身份的一部分時，言行一致才會自然而然地發生，否則只是假裝成為自己認為的那樣子。 換句話說，當內心世界與肢體語言融為一體時，我們就能成為一個真正的榜樣。

以身作則及言行一致的另一好處是能夠展現和提升「我們」的這個概念，無疑可以大大激發團隊精神。 例如，領導者希望下屬更積極主動地工作，那麼自己也需要主動地行動，透過分享願景、及時溝通、有效計劃、果斷領導、適當授權等來激勵團隊成員效仿，因為行動總比言語更勝一籌。

優秀的領導者大都能夠洞察出自己的言語、行為或不作為、意圖等對別人可構成的後果。這種能力需要高度的自我意識和不斷地自我反思。但當我們試著放低假設、執著和批判思維的情況下審視自己時，我們的自我常常會成為障礙。尋找專業教練的支持可助您更客觀、更有效地達到這種思維模式。如果您想為自己爭取最好的，請來 HIbodhi 與我們交談。