Leadership: Live examples are the most powerful tools

When Alan Mulally took over as CEO of Ford in 2006, he personally drove Ford vehicles and refused special parking privileges. He understood that the best way to get the buy-in of the people you lead is to show them examples. The simple act of driving Ford cars embodied his message that every employee should be proud of Ford’s products and the company’s commitment to quality. In addition, he wanted to promote a culture of accountability; hence, he demonstrated that by taking ownership of mistakes and learning from them. One other thing he ensured was the use of positive language in the organisation. He demonstrated this by being an example of avoiding toxic language in the organisation. All these contributed to the successful turnaround of Ford Motors during Alan’s tenure as CEO.

“Microsoft’s Satya Nadella led a cultural shift by demonstrating a commitment to learning by publicly sharing his reading list, attending employee training sessions, and publicly admitting his own mistakes.”

The best impact is made by leaders who live the exact life that they expect from their team members. You must be an example to your team members in words, actions, and deeds. If you expect punctuality from your team, you must show them an example. Don’t create policies, and you, as the leader, are found wanting. Don’t say something to the team and do the exact opposite. You will never get willing followers by doing that. Leaders who “walk the talk” see a 64 percent higher employee engagement, 48 percent lower turnover, and 37 percent higher productivity. Their actions demonstrate a strong commitment to their organisation’s values and vision. Leading by example creates a positive work environment that fosters employee engagement, reduces turnover, and boosts productivity.

Read also: Strategic steps for effective leadership, good governance

Microsoft’s Satya Nadella led a cultural shift by demonstrating a commitment to learning by publicly sharing his reading list, attending employee training sessions, and publicly admitting his own mistakes. He did this to lead by example on knowledge acquisition. These actions led to employee learning platform participation increasing by 190 percent. He also actively seeks feedback from employees, customers, and peers, indicating that he values other people’s perspectives. The result of this was an astronomical increase in Microsoft’s revenues. People are led much more by what they see you do than by what they hear you say. As a team lead, you must be conscious of what you do and say, as your team members are most likely going to imitate and emulate what they see you do.

True impact is made through personal examples. Herb Kelleher, former co-founder, chairman, and CEO of Southwest Airlines, famously worked alongside baggage handlers and flight attendants. He demonstrated the behaviours he expected from his executives, such as being approachable, transparent, and accountable. His actions created a culture where executives regularly work front-line shifts, and senior leaders help during peak periods. He demonstrated his commitment to employee empowerment by personally interacting with customers, employees, and executives. One of the results of this is that management decisions always consider ground-level impact. When you lead by example, your actions and decisions will always put the most vulnerable into consideration.

Another leader who has led by example is Google’s Sundar Pichai, who codes regularly, participates in product reviews, and tests new features personally. This has strengthened the engineering-driven culture and improved innovation and learning. Your personal example is one of the most powerful tools in leadership. It sends a signal of the possibility of doing whatever you are requesting from your team members. That is why you must endeavour to live the life you expect from them.

Below are ways by which leaders can lead by example:

1. Be a model of the desired behaviours.

2. Share personal development journey

3. Participate in company initiatives.

4. Maintain consistent standards.

5. Accept accountability publicly.

6. Demonstrate vulnerability by admitting mistakes and apologising where necessary.

The most effective leaders don’t just outline policies, processes, or expectations; they embody them. Your actions create the template for organisational behaviour. People watch what you do more than they listen to what you say.

Oluwole Dada is the General Manager at SecureID Limited, Africa’s largest smart card manufacturing plant in Lagos, Nigeria.