Leading by Example
By Robert Stickle
Leading by example; what does that mean? Well, for me that has meant that I have never asked my team to do something that I wasn't willing to do myself and to prove it, I do perform those tasks, either initially or occasionally to reinforce this. In addition to the types of task, I also work the same work ethic that I expect out of my team mates. The philosophy has been simple for me, how can I expect anyone else to work this way and perform those tasks unless I am also willing to do those.
If I expect my team to work overtime to get a project completed on time, I better be the first one saying "I'm working tonight or this weekend to get the task done". I'm asking my team mates to give up their valuable free time for the sake of the project and/or company. They need to see the project leader is willing to do the same. With me out front, working extra hours they see that this project or task is important. It’s important to the project, the company but most importantly, the customer. They know that I am part of the team, not just leading the team. I am willing to do what is required for the project or company. After a period of time, all I need to do is ask for volunteers to work the extra time or effort when a particular task needs to be completed and they step forward to volunteer. Before I close this thought, let’s give credit due where it should be. My team is a great bunch of people. A huge part of the reason they volunteer is that it is in their character to do so. I would like to think that I have set an example though by being there in the trenches with the team.
So where did I come up with this philosophy. Well, I didn't get it out of a fancy management book or at a seminar. I learned it from great leaders and bosses that I have had in my life. The first great leader in my life was my father. I watched him give his all to his employer and to the community. I can remember him coming home with files from work and sitting at the kitchen table working away at them. He was the General Manager but he was working on individual files. Something that I know now would have likely been someone else's job within the company but they needed to be done and he was part of the team, not just the leader. Likewise, in the community, he was always there to lend a hand, to volunteer. As a result my brother and I had the benefit of being involved in the Scouting movement, when there had been no active Scouting movement in our community for many years. In everything he did, he put his best foot forward.
Another one that stands out in my mind is the boss I had when I was a student in College. I worked summers and weekends during the school year on a dairy farm. The owner of the farm lived and breathed this philosophy. He never asked us to work late unless he was there working alongside us. A normal day on the farm was long but when you were asked to work late to put crops in or take crops off, it was a very long day but you always saw him there working alongside the rest of us. He also performed every task on the farm and never asked us to do something that he wasn't willing to do himself. In fact, usually the worst jobs, he did himself, never asking the hired hands to do them. So when he did ask us to do something, we always said yes.
So what did their actions communicate to me? Well, I think it communicated a few things. First, no task is unimportant. Every task contributes to the bigger picture (or it should) and they proved this by being willing to take on any task that needed doing. Second, they were communicating that these tasks were safe (with proper instructions on how to do them) and that I wasn't being put us in harm’s way when we were asked to do them. And, lastly they were communicating their expectations of us. They worked hard and long hours. I learned from this example. I also learned that what you do often is communicating more than what you say. Stating one thing and acting a different way generates confusion and mistrust. We, as leaders must make sure our actions and words are in alignment.
For more information on inspirational Leadership, , contact Gary Gzik at ggzik@bizxcel.com.
Robert Stickle is the COO of BizXcel and is a certified project manager by the Project Management Institute. Robert has been working in business for over 20 years and has been a project manager and consultant for over 10 years. Robert’s specialties are helping organizations with business transformations, system analysis, solution development, financial and information technology management.
