By Jacques Giraud
05 Oct 2024, 03:09 AM EDT
A situation that resonates in many organizations is that of bosses who rave about their employees’ engagement, but when they examine themselves, the reality is different. It is not uncommon to hear phrases like: “My employees are very dedicated” or “the team is exceptionally committed,” while those same leaders do not show the same dedication. There is a clear inconsistency between what they say and what they do. But what happens when the example does not come from above? The answer is simple: commitment fades.
A more common problem than you think
The lack of coherence between the words and actions of leaders has a direct impact on the motivation and productivity of teams. A 2024 Gallup study reveals that only 15% of employees worldwide feel truly engaged in their work. Although one of the causes is the “lack of commitment” of employees, the truth is that this problem is, in many cases, the direct responsibility of leaders.
Employees are constantly watching. A boss who arrives late to meetings, does not respond to important emails or does not meet his own deadlines, even if he demands the opposite from his team, creates an atmosphere of disappointment. This is known as “incoherent boss syndrome.”
Imagine you work at a company where the CEO preaches the importance of work-life balance. Promotes mental well-being and requires all employees to take breaks and vacations. However, this same CEO sends emails at eleven at night, schedules urgent meetings without prior notice, without a real agenda or after hours, or does not respect holidays and even takes spontaneous vacations without prior notification to his teams. What is the real impact of this type of behavior?
When leaders are not consistent, the team suffers too. Employees who see this lack of consistency often adopt a “just comply” approach. They become emotionally disconnected from their job and begin to do only the minimum necessary to keep their job. It is not that they do not have ability or talent, but that they have lost the motivation to give more, because they do not believe in the system or in leadership.
Three keys for bosses and collaborators
1. Walk the talk. Leadership is not just about giving orders or directing teams, but about being a living example of the expectations you have. A leader who demands punctuality must be the first to arrive. One who promotes well-being must take his breaks and respect those of others.
2. Communication is key. If, as a boss, you’re struggling to meet your own standards, honesty and open communication can save the day. It is important to admit mistakes or explain why certain circumstances prevent you from meeting what is expected. Sometimes being transparent and vulnerable can strengthen your relationship with your team, rather than undermine it.
3. Commitment is contagious. Both commitment and demotivation are contagious. A team with a truly committed leader will tend to follow that example. In the same way, a leader who is not leading transmits apathy to his team. Investing in the well-being and personal and professional development of the leader not only benefits the boss, but the entire organization.
Jacques Giraud is an engineer, organizational development specialist, master coach and mentor. www.jacquesgiraud.com