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As a leader, your team isn’t just listening to what you say. They’re studying everything you do. And that’s a reality that many leaders miss.
That disconnect between your words and actions? Your team notices. And they end up following what you do, not what you say.
But when you truly walk your talk, something powerful happens. Your behavior becomes the driving force behind real organizational change.
And your actions create a natural blueprint for everyone in your organization to follow. But you don’t need to worry about perfection. Conscious, consistent role modeling of what you want to see is an ongoing effort.
But when you align your actions with your message, transformation happens naturally —Without pushing, without resistance, and without the usual change management struggles. Your behavior becomes the most powerful catalyst for the results you want to create.
Check out Ron’s full conversation with Raunak Rangwal on the Unveiling Success podcast here: https://www.youtube.com/watch?v=Zvd86_mec84
#VideoPosts #ServiceImprovement #ServiceInnovation
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Below is an Autogenerated Transcript
Well, remember my specialty, my area of focus is service improvement and service culture. Those two things. Service improvement, service culture. And if you’re the leader, if all you do is say, “okay, give people our training programs,” they will learn a certain amount and they may apply it, and if you reward them and you recognize them, etc. But the moment the leader behaves in a way that is contrary to what it is that they’ve been trained to do, or what it is you say in your speech is important that we do. If the behavior of the leader is not aligned with that, then they all know it’s a fake. They all know it’s just Yeah, yeah, yeah. That’s what they want us to do. But that leader doesn’t role model. That leader doesn’t really believe it, that leader doesn’t… And that’s dangerous for the organization.
Because then you can end up wasting all of your effort on communications and recognition and training programs. You need the leaders to get very clear with themselves first. What kind of behavior do we want our people to demonstrate for our customers, or internally for each other? And then they have to do the thinking and say, “well, what does that look like at my level? How do I actually need to behave to role model that behavior?” Now, at the same time, you’re human.
So what do you do if at some point the leader [grunts] “Oh, my God I just behaved absolutely contrary to what I want my people to do.” Well then you be honest. You say, “Hey guys, guys, guys, you know, I got to talk to you. I just need to fess up here, right? I’m human too, I made a mistake. I’m sorry about that. But I want you to know I recognize it, and I’m recommitting here. And if something happens where you see it with me again, please help me. And I’ll do the same with you.” Oh, and then you’re a much more accessible, real, authentic human being.
