Leading by example | Little Leadership Lessons

Sir Peel meet Lord Wellington — Sir Robert Peel knew the importance of police setting positive examples in their communities. Leaders are judged by their example, just like police are judged by their communities
-Painting by Franz Xaver Winterhalter; retrieved from Wikicommons.

Police work is a career field that relies on apprenticeship in order for new people to learn skills and become highly qualified. In the last few years, our nation saw several examples of bad things that happen when police departments choose the wrong people to lead new officers. What we rarely see are the great examples of leaders who understand their role in the communities they serve. These corporals and sergeants do more than lecture to new officers about the importance of respect and community oriented responses to situations. Rather, these police leaders show their trainees how to interact with the public in a positive way that fosters cooperation instead of resistance. Police departments with quality leaders create trust in their communities based on mutual respect. These leaders walk the talk that Sir Robert Peel introduced in the 1800s. In these departments, officers do the right things because they see the rewards of treating people with respect, listening to people’s concerns, and their actions align with what they say they value.

Setting an example is a powerful tool that establishes trust with others. Your actions broadcast to how you expect your followers to behave. When your actions align with your personal and organizational guiding principals, you begin to create a culture of character that speaks louder than anything you, or your organization says. People judge us not but what we say is important; they judge us by what we show them is important through our actions. As a leader, your example should be your sharpest tool.

There are several ways leaders can sharpen their tool of positive example. Start by remembering the power of your example. As a leader, people emulate your behavior, which becomes the organization’s culture. If you treat others with honor and respect regardless of job, title, or position, those who follow you will act respectfully as well. When you keep your work space neat and tidy, it tells others your value order over disorder. Others will notice those times you step up to lend a hand with the dirty work demonstrating servant leadership. Your example builds a stage from which you project the values and guiding principals others come to know are important. When your behavior is aligned with organizational principals, you speak with authority when you both recognize the good work of those who follow you as well as those times you make corrections.

Man sharpens tool like leaders sharpen their abilities. — When leaders model expected behaviors, they sharpen trust with their followers, peers, their leaders, and others outside their organization
-photo by CD-X from PXHere.com

Another way to sharpen your example is to listen to what others say about your behavior. Others will talk about your behavior. Their comments let you know if you are engaged in behavior that sets a good example. Behavior that is out of line will be the subject of jabs in meetings, or sarcastic remarks over lunch. When you implore others to complete job performance evaluations on time and your direct reports’ evaluations are all over due, you might hear things like, “About that, when will my eval be completed?”, or “You mean like the way you finish evaluations?”. These comments may be said in a way that sounds funny. The real message is you need to set the example and complete the evaluations for your followers on time. They notice when you do not.

Your boss and peers are other vehicles for information about your behavior. They may comment your behavior seems off track. Even when you are a highly competent leader with good character, you will have days that are hard. In those times, your boss will likely cut you some slack. Your peers may express concern. As you continue to allow those difficulties to effect your behavior, you will find your peers express disdain and your boss becomes frustrated. Listen for those little clues for those you trust to change what is becoming unacceptable behavior back to actions aligned with the organization’s values.

Learning is another way to sharpen your tool of example. Whether it is a professional development event hosted by your employer, or a book you read and apply, when others see you learning, they know it is important for them to continue learning as well. By applying what you learn, you become a stronger leader and a better person. You reinforce the importance of learning by taking time to chat with those who recently attended a training event or other development task. Approach the conversation as a learner rather than a boss checking up on whether the person attended the seminars or spend the day on the beach. Doing this shows others you understand anyone can learn something from everyone. As a result, your power to influence others increases.

Setting an example is the single biggest thing you can do to develop character and demonstrate competence. Setting a good example shows others you know what you are asking them to do can be done. Good examples provide leaders power to influence others because they treat people with respect, ask questions that acknowledge their skills, and demonstrate the leader is willing to engage in the painful and enjoyable activities every organization has. These behaviors create trust with those who follow and lead you. You know if your example is aligned with organizational guiding principles by listening to others. Whether it is a direct report, a peer, or your boss, each provides clues about your behavioral alignment. Sometimes the feedback is direct and sarcastic. Other times, the feedback is received from another’s observations about the team’s performing. Learning provides you opportunities to demonstrate to others the importance of learning, and also provides tools to help you better evaluate your leadership actions. Learning also provides you the opportunity to acquire new skills to become a better leader. Model the behaviors you expect of others, and soon you will find they follow the example you set. Your example becomes the basis for trust with others.

Row of beach huts aligned like leader behaviors are aligned with organizational principals — A leader’s example must be aligned with the values of the organization
-Photo from PXHere

References

Grinston, M. (Ed. 2020). TC 7-22.7 The noncommissioned officer guide. Department of the Army. Washington, DC.

UW Police (2021), The Peelian principles University of Washington. Seattle, WA. http://police.uw.edu/faqs/the-peelian-principles/ Retrieved 10/27/21

Setting a disciplined example establishes your leadership credentials. People who follow you know you share the burden and rewards.
Photo by Fabian Wiktor on Pexels.com

Leaders talk about the importance of maintaining discipline. As we have seen during the coronavirus pandemic, not all leaders discipline themselves. Reporters had field days with several well known political leaders who failed to follow the safety rules. They lost respect from many when they violated travel restrictions while the rest of us were barricaded in our homes. People watch their leaders. When they say they are going to do something, they better do it. When they tell others they need to do something, the leader better set the example. Setting an example by doing what you tell others to do is the fastest, most effective way one develops character and builds trust.

Setting the example creates humility.

Setting the sample means you understand other’s limitations.

Setting the example means sometimes making a mistake and learning from it.

Setting the example means celebrating another’s success the way you want others to celebrate your successes.

Setting the example means you know you are still learning and so is everyone else.

When you do the things you ask of others as a leader, you bring yourself down to their level. As a result, you can better see the world the way they do. I am not stating that I expect leaders to dig ditches, answer the switchboard, wash cars, or execute data entry all day everyday. I am saying that sometimes it is a good idea to grab a broom and sweep up the floor at the entry to your office suite, answer you own phone when you are able, and let one of your people show you how to process an order for a customer. Doing these things reminds you that those who follow you are special people with unique skills and talent. There may be parts of the organization no one knows better than you. Never forget there are people who know more about important parts of the organization than you will every be capable of knowing. They contribute as much to your success as your own actions. When you remember those who follow you are impressive people, it is easier to be humble.

When you begin doing and understanding the work of others in your organization, you learn both the strengths and limitations of the people, processes, and equipment. Knowing the edge of those limits helps you as a leader create realistic expectations. Turning back to the pandemic, government at all levels ramped up slowly to establish testing sites. As vaccinations became available, many found the challenges for putting shots in arms were not the same as sticking swabs in noses. Sites were scheduled to operate at maximum capacity then ran into problems about a month later as people needed second shots while others were trying to schedule their first. Some places adapted quickly by adding people, locations, and clinic hours. Others dragged their feet. Leaders must understand the limitations of their people, processes, and equipment in order to avoid similar mistakes.

People make mistakes. Letting those who follow you know you are not perfect and learn from your mistakes means they do not need to hide their mistakes. Open mistakes allow everyone to learn.
Photo by author

Speaking of mistakes, as you wonder around setting an example you will make mistakes. None of us are perfect. Those who are less well-trained, new in positions, or inattentive will make more mistakes. Those with more training and experience make fewer mistakes. Making mistakes is one of the best ways to learn. However, in order to learn a lesson, you first must acknowledge a mistake was made. We all worked for that leader with the zero defect mentality. Were mistakes made under those leaders? Absolutely! Sadly, it is likely the same mistakes were probably made frequently and covered up. Understand there is a difference between a mistake and deliberate misbehavior. We all recognize the difference between someone knocking the table inadvertently resulting in hot coffee spilling into your lap compared to the person who turns over the hot coffee directly onto your lap. Learning to deal with mistakes so others learn and become better performers is a true test of a leader. When others know honest mistakes result in retraining and forgiveness, people will be forth coming with mistakes so they can become better. You can share those mistakes across the organization after anonymizing the details so others learn too.

Celebrating success is an important leadership ritual. When you share the spotlight, others work harder because they know they will be recognized. Those in leadership positions who never shine the spotlight on others soon find they are working alone, or are often training new people because their good workers keep leaving. Patton once made a comment like, “Soldiers will do incredible things for a little piece of colored ribbon to affix to their uniform.” When celebrating success, make it about the contributions of the team, not you. Make sure the rewards for excellent behavior match the level of contribution. I am sure many readers remember (or not) receiving “Participation Trophies” during their early years of team sports. The problem with recognizing everyone is that you recognize no one. Some people think that doing the bare minimum means they should receive awesome amounts of recognition while others that go above and beyond blush at being recognized. Both people contributed differently. Both should be recognized according to their contribution.

When you continue to learn, others value continuous learning too. If your followers say things about you like, “She forgot more about that than both of us will ever know.”, and yet they still see you learning more, you send the message that learning is important in your organization. I met a person at a training one time that had a really bad attitude about being there. We had lunch together and I asked him why so blue. He told me that obviously he was going to get fired soon because his boss did not trust him regarding the topic of the training. I learned that in his organization, they only sent incompetent people to training to justify firing them. I suspect the organization had lots of leadership problems. People should know when you send them to learn new things it is not punishment but rather a reward for using what they already knew.

Your actions serve as a beacon for others to follow. Your example is the light others use to illuminate their path.
Photo by Casia Charlie on Pexels.com

Disciplined leadership means setting a good example. As you walk the talk, you demonstrate and state your expectations of those you lead. When you do fail to live the expectations you set, you lose respect in the same way political leaders do when they travel during a pandemic. When you live your values, you become known as someone who walks the talk, understands and respects reasonable limitations, expects mistakes and the learning that goes with mistakes ,and establish your exception people are continuous learners. You stay humble because you understand as a leader your success results from the work others do on your behalf. You make better decisions and when you make a mistake, people follow your lead and forgive you too. Do not be like too many of our political leaders. If you establish a rule, follow it too. If it is good enough for those who follow you, it is good enough for you. Your disciplined example is a beacon of character in a world of dark, sneaky secrets. Use your beacon as a guiding light for others to follow.

Brooks, D. (2015). The road to character. Random House, New York, NY
Covey, S. (1989). 7 Habits of highly effective people, Simon & Schuster, New York, NY

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Tag Archives: Leading by example

The Power of Example for Leaders

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