Why Must Leaders Walk the Talk When it Comes to Integrity

A workforce that’s content, happy, and on the same page is critical to the success of any business.

Imagine a department headed by a manager who insists on a 9-hour work day, yet come noon, leaves for an early lunch and isn’t available till 3 pm. Such behavior dents team morale significantly – when those at the helm don’t appear to take the work seriously, employees (no matter how self-motivated) tend to follow.

However, giving employees leeway that the leader does not enjoy, isn’t an answer either. If a supervisor encourages subordinates to take it light on a particular workday, yet himself clocks in overtime to get the job done, it’d breed guilt and discomfiture.

**Transparency is one of the key principles that define an efficient, reliable business engine – when leaders don’t endorse their self-avowed beliefs via action, a notion of subterfuge or hypocrisy is bound to creep in**.

The recent revelation regarding the head of CDC was a powerful reminder of this truth.

The head of the federal Center for Disease Control (CDC) Dr. Brenda Fitzgerald has just stepped down amid allegations: as a certified healthcare professional (she’s an ob-gyn) who’s responsible for the well-being of so many, she has several investments in the tobacco industry.

Tobacco companies make for profitable investment opportunities, but their direct link to several health hazards has always put the sector on shaky ethical grounds.

A senior official in a public healthcare body having a personal interest in the industry’s success, therefore, appalled many. Later reports uncovered that Fitzgerald had owned stocks even before being appointed to the post – yet in her professional capacity, continued to denounce tobacco use as a major health risk.

This brings us to a critical question – how important is the distinction between the public and the private when it comes to leadership? Can a professional, heading a team, afford to present a façade, yet not follow it through when it comes to action?

Whether it’s the extra few hours siphoned off a workday or thousands in investments that are in clear conflict with a professional promise, it all adds up to the same outcome. Those being guided lose trust in their leader, either holding back their own commitment to the job or simply jumping ship.

Ineffective leadership is a long-standing reason for high attrition rates, and in today’s millennial-friendly landscape, the workplace is as much a place for self-actualization as it is to make money.

One of the most important unwritten duties of a leader is to inspire those under him or her. It is not just about completing a task – what’s needed is a democratization of effort, space where each employee feels valued and remains engaged enough to contribute similarly (or more) to the next item on the to-do list.

For this vision to become reality, managers must take the first step – this involves hands-on execution, beyond merely laying down the law.

Here are 5 actionables to help ‘walk the talk’ and keep employees motivated:

Assess policies before implementing them

Workplaces are often rife with unnecessary guidelines that only hinder productivity and make it difficult for employees to adhere, no matter the rank. The dress code customary for offsite sales personnel, for instance, isn’t required to be followed across the organization. The strict login and logout times allocated to customer support teams, don’t always translate to product development or marketing teams.

Managers must examine the viability of every new procedure or run the risk of being the first to break them.

Mention the rationale behind any restrictive policy

For any new policy, whether it is a mandate to log off at 5 pm every day or extra hours needed every weekend, the manager must convey the reasons, clearly. This keeps the entire team on the same footing and employees have a stronger driver for following the rules, beyond just the fact that they’ve been asked to.

Team leads often act as conduits between on-ground employees and senior management – their proactive approach is key to ensuring pan-organization transparency.

Avoid violating self-set norms

A simple rule of thumb but often the hardest to maintain, one must always practice what one preaches. Non-compliance by seniors could set a dangerous precedent, implicitly giving other employees a nod to do the same. Those committed to the mandate, however, would frown upon the breach and perceive the action critically.

To sustain a positive, relatable, and aspirational image, it’s essential for managers to earn their subordinates’ approval, and set the right example.

Explain any exception with an open, candid approach

Let’s say the company has revoked work-from-home opportunities two weeks before a major product release – it might so happen that an emergency forces the team lead to work remotely.

In such instances, it’s important for all employees to be given ample notice and an honest explanation of the causes. If the manager goes out of his way to follow the mandate at least to some extent, even when it’s a struggle, his or her colleagues would respond positively.

Have discussions on violations within the team, internally

If an employee flouts the norm, its ideal to discuss it internally before taking an official stance – especially if it’s a one-off. Repeated violations could indicate deeper challenges, that perhaps the principle is flawed at the very roots and might need to be repealed.

It’s only honest conversations within the team that can point the way forward.

After Fitzgerald’s exit from the CDC, experts called into question the impact of leadership on company moves and employee behavior. While she did not cross any legal lines, a position of responsibility comes with its own set of boundaries, written and unwritten.

“As leaders believing and supporting our firm’s mission is critical to intentional leadership. Leaders must make mindful decisions regarding interactions with others, habits, and purchasing behavior. In the case of CDC Director Brenda Fitzgerald, I wonder if that decision was hers or a financial planner?

Either way, ethically, all supporting her decisions should have been given clear guidelines and limitations around stock purchases,” concluded Kerry Wekelo, HR Director at Actualize Consulting.