Where Are You Leading When You Lead By Example?

Wednesday 23 February, 2011

by Aubrey Warren

Whenever we lead, we lead by example. The question is what example we need to set and how we go about doing so in our everyday words and behaviour.

One of the most frequent responses people give when asked to describe their leadership "style" is: "I lead by example". And it's true.

Where are you leading? 

For better or for worse, our leadership "style" - our behaviour, conduct and effectiveness - is determined by the example we set. People trust what they see.
The challenge of leading by example is in managing the gap between inward intention and outward behaviour - the gap between thought and action. So it can be helpful to consider what it means to "lead by example".
How do you know you're leading by example? How does anyone else know? And, importantly, what exactly is it that you are leading when you lead by example?

What behaviours can you lead by example?

Consider this: You're responsible for leading a team on a project. You have several specialist technical staff and some general support staff. How do you lead them by example? You probably don't have all of the specialists' skills or experience. You aren't expected to do their jobs or the work of the general support people. So leading by example won't include doing their jobs. In any case, that would be a duplication of effort and would also probably communicate a lack of confidence in their work.
So that's not what we mean. We mean, in part, that we're willing to get our hands dirty and provide practical support and a helping hand if needed. Good. But that's not necessarily leading by example either, because others on the team can do the same thing.
What we mean by leading by example, is that we model things like industriousness, conscientiousness, good communication, reliability, flexibility, decisiveness, supportiveness. We communicate how to work together to make the project a success. We demonstrate how to solve problems. We facilitate ways to collaborate. Our words and behaviour set the pace, the standard and the tone - the culture.
The noted organisational development expert Edgar Schein said that "it can be argued that the only thing of real importance a leader does is create and maintain organisational culture".

Creating culture 

This reminds us that our example is not so much about our technical skills, our knowledge or our position - although each of these can be important underpinning resources - as it is about our words and actions and how they are communicated and perceived in real time. And that it is the effect of our behaviour that shapes and reflects team and organisational culture. Which of course leads to reputation. 
Leading by example is about managing expectations and modelling values, about demonstrating effective responses and creating a healthy working environment. It's about aligning our own and others' efforts with the values and goals of the group. And it's about helping people set their sights on things like quality, innovation and cooperation. It's about building a positive reputation for our team, our work and our organisation.
Leading by example is about managing our words and behaviour so that they support the positive outcomes we are seeking. Which is why it's important to identify what it is we're trying to influence - to identify where and how our example needs to be applied and what it is we need to exemplify.
As is so frequently the case, it's about managing our focus. What are the situational needs? What are the group's goals? How can you best exemplify what's important? What are the words and behaviours that need to be provided and modelled in order to achieve positive results?

Closing the gap between intention and action 

Here are four simple questions to consider in managing the transition from good intentions to productive actions:

1. What is it you are trying to influence - the situational needs?
   
2. What's the example you need to set to create the positive situational influence you are seeking? Identify some key descriptive words for yourself.
   
3. What public, visible, daily behaviours can you identify that will demonstrate the intended example?
   
4. Which of your typical behaviours might confuse or conflict with the example you need to set?

Source:ceoonline.com