Walking the Talk: The Imperative of Authentic Leadership

“Do as I say, not as I do”- unfortunately, this sentiment seems to echo in far too many workplaces today. We see a disturbing trend of leaders who preach one set of values while practising another, creating a corrosive environment of distrust and cynicism. The internet is rife with examples of individuals exposed for presenting a carefully curated image that crumbles under scrutiny. This phenomenon is particularly damaging in organisations, where leaders’ actions hold significant sway and can inadvertently give permission for systemic indiscipline, ethical lapses and unchecked power dynamics.

It is widely acknowledged that we are heavily influenced by what we see. Research suggests that visual learning often leads to significantly higher retention rates compared to auditory or textual information. This means that employees are far more likely to internalize and replicate the behaviours they observe in their leaders than to adhere to the policies and procedures they are told to follow. So, why do so many organisations with robust codes of conduct and deeply ingrained core values still fall prey to corruption and blatantly disregard their ethical guidelines? In my view, it often stems from the subtle, and sometimes not-so-subtle, ways that leaders model and condone unethical behaviour.

Here are some common illustrations of how leadership inconsistencies can erode organisational integrity and, tragically, train employees to follow suit:

1. Time Management: Demanding punctuality from the team while consistently arriving late to meetings.

2. Teamwork: Emphasizing collaboration while micromanaging and demonstrating a lack of trust in the team’s abilities.

3.  Discipline and Ethics: Rewarding indiscipline or unethical behaviour and penalizing employees who adhere to ethical standards.

4.  Valuing Input: Claiming to value diverse perspectives while consistently dismissing ideas from lower-level employees.

5.  Accountability: Avoiding personal responsibility for mistakes while rigorously holding others accountable for their errors.

6.  Adherence to Rules: Expecting employees to strictly follow rules that leaders themselves disregard.

7.  Authenticity: Failing to embody the behaviours and values they expect from their team.

8.  Fairness: Favouring certain individuals for promotions or rewards based on personal connections rather than merit.

9.  Consistency: Displaying contradictory words and actions, leading to confusion and a breakdown of trust.

The list could go on, sadly. The consequence of these inconsistencies is significant:  good employees witness this hypocrisy and are faced with a demoralizing choice – either conform to the negative culture or seek employment elsewhere. To understand the prevalence of this issue, simply reflect on your own experiences and consider whether you have encountered a leader who exhibited even one of these behaviours. The responses I received when sharing this list with my network were telling, stories poured forth. The urgent question then becomes: how do we reverse this trend and safeguard our organisations from this insidious decline?

The answer, though simple to state, requires immense commitment: it begins with each leader making a conscious choice to embody integrity. It boils down to a personal conviction to align words and actions, to ‘walk the talk.’ Here are some guiding principles for leaders who aspire to rise above hypocrisy and become individuals of their word:

1. Prioritize Action Over Words:

“People will forget what you said, forget what you did, but they will never forget how you made them feel.” ~ Maya Angelou

Our actions leave a far more lasting impression than our pronouncements. Leaders must hold themselves accountable for their behaviour. For example, if you arrive late, acknowledge the delay honestly and accept any resulting consequences, rather than attempting to conceal the truth.

You may deliver inspiring speeches, but your team will remember how you treated the receptionist, how you handled a mistake, or whether you took accountability in a difficult moment.

2.  Embrace Transparency: Own your mistakes. Mistakes are inevitable. What defines us is how we respond. View them not as failures, but as invaluable learning opportunities. The tendency to hide errors often stems from childhood experiences where mistakes were met with punishment, fostering a fear of owning up to them in adulthood. Great leaders break that cycle, and they make space for honesty, even when it is uncomfortable. We need to cultivate a culture of transparency, encouraging open communication about missteps and recognizing that mistakes are an inherent part of growth.

3.  Self-Reflection and Seek Feedback: In an era of feedback surveys and performance reviews, leaders must also implement mechanisms for self-evaluation. I find it helpful to metaphorically ‘call myself into a meeting’ to critically analyse my decisions and actions. Honest self-reflection is essential. Furthermore, actively solicit feedback from trusted colleagues and mentors. While it may be uncomfortable to hear, constructive criticism can be a powerful catalyst for positive change.

4.  Model Accountability: Hold yourself accountable for your actions and respectfully expect the same from your team. If discrepancies occur, address them directly and constructively. Financial accountability is also crucial; handle resources with integrity and return any unspent funds. In a world that often glorifies excessive consumption, model responsible stewardship and ethical resource allocation.

5.  Adaptability and Flexibility: Effective leadership requires adapting your style to the specific context, including the organisational culture and the diverse needs of your team. Be mindful of generational differences and varying working styles. Agility and adaptability are fundamental pillars of authenticity and trustworthiness, but must never come at the expense of principles.

Lead in a way that resonates but remain anchored in what is right, not just what is easy.

6.  Master Conflict Resolution: Develop strong conflict resolution skills, and even better, cultivate conflict avoidance strategies. Approach conflict with respect and a focus on constructive solutions. When faced with a heated situation, resist the urge to react impulsively. Take time to reflect, seek counsel if necessary, and address the issue with a clear and composed mind. Often, a fresh perspective emerges with time.

7.  Uphold Integrity: Integrity is the cornerstone of ethical leadership. Your word must be your bond. Consistently honour your promises and commitments, striving to make your word as reliable as a formal agreement. Aligning your words and actions is paramount for building trust and fostering commitment, especially among employees.

“Integrity is not loud. But it is deeply magnetic. People follow leaders they can trust, not just those who can talk.” ~ #EsendiInsights

Ethical Leadership in the Age of Distrust

The struggle between ethical and unethical conduct is a daily reality. We cannot build accountable systems if we lead with duplicity. Choosing the right path demands willpower and self-confidence, especially in environments where unethical behaviour is normalized. Strive to be a leader who embodies ethical principles, actively promotes integrity and serves as a beacon of hope and a source of strength for employees who are committed to doing what is right. Remember, your actions will always speak louder than your words, so make them count.

Esendi Insights | Empower, Lead, Transform