Wisdom for the practice of leadership

The More You Know . . .

I regularly make reference to lessons I have learned throughout my life from my dad, and more often than not, it comes in the form of a quote.  I will be addressing a situation, speaking about a topic, or giving counsel or advice to someone, and I will say something like, “My dad used to say, . . . ” and then I will quote my dad.  He was gifted at sharing seemingly simple platitudes that had profound meaning, and over the years I have come to appreciate the things he said more and more.

This particular post centers around one of those things he would say:  “The more you know, the more you know you don’t know.” Like many of the things he said to me, it was simple and catchy, but with real depth when you spend some time thinking about it (which, of course, I have done). It seems to me that this simple little saying has several valuable implications:

  • You don’t – and can’t – know everything. If there is anything that we have learned in this information age, it is that there seems to be an infinite amount of knowledge (some of it good, some of it not so much) accessible to us. Much of it can be found in a couple of seconds with a Google search, but there is far more information out there than one person can know or remember. However, this also means that it is probably more important in today’s world to know where and how to find information, than it is to know it all anyway.
  • Realize that other people know things you don’t know (and vice versa). Although you can’t know everything about everything, and you probably can’t even know everything about one thing, there are probably some things about which you are much more knowledgeable than others. Perhaps from having more experience, or from specific study, or from natural inclination, but regardless, you are likely an “expert” on something; at least, much more so than many others. But the same thing is true for those others. They are likely “experts” on things of which your knowledge and experience is much more limited. Therefore, it is a mark of wisdom and good leadership to recognize this, and to learn from and partner with others who know things you don’t know, or who can do things that you can’t do (or can’t do as well). Once again, that’s why it is probably more important in today’s world to know where and how to find information, than it is to know it all anyway.
  • Never stop learning. Even though you can’t know it all, that doesn’t mean you should stop trying to learn more. Each generation builds on the knowledge gained by the previous generation, and we should be part of the process of building that knowledge. In addition, building our knowledge also makes us better at what we do, because we have learned more and know more.

Putting this all together, it means that as you grow in knowledge, experience, and wisdom, you become much more aware of how much it is that you still don’t know. That realization should help to keep you humble about your own knowledge and expertise and should make you more willing to make use of the knowledge and abilities of others. At the same time, even with the realization that you can’t know everything, you still should never stop learning more. The more you continue to learn, the more you can grow and improve.

/0 Comments/by

Your Walk Talks, and Your Talk Talks

My father went home to be with His Lord and Savior, Jesus Christ, on Sunday, May 8, 2016, as the result of a stroke a few weeks earlier.  As my siblings and my mom gathered together in the hospital, with much uncertainty at the time about the eventual outcome, often our conversations would turn to our memories of the words of wisdom he had shared over the years.  Some of it was quite funny, but all of it was wise.  This particular post centers around something he often said when he talked about the importance of your example to others.  Even as the years continue to pass by, I still grieve at the loss of my hero, mentor, and friend, but I rejoice at the celebration of his arrival in heaven.

“Your walk talks and your talk talks, but your walk talks louder than your talk talks.” I heard my father say this many times when I was growing up, in his effort to teach the importance of being genuine. The lesson, which was reinforced to me on numerous occasions, was that my words (what I say) and my actions (what I do) need to match.  What he was teaching me, in fact, was the reality that people will judge me more by my actions than by my words.

As I grew into an adult, I eventually realized that I had unconsciously taken on many of my father’s characteristics that I had learned by watching his “walk.”  Whether it was his actual physical characteristics and behaviors, or his moral character, I had unconsciously learned much more from his walk than his talk.  But thankfully, in my father’s case, his walk and his talk matched.  Interestingly, I think the same thing happens in organizations: people within the organization, over time, take on many of the characteristics of the leader.  When that happens, it is mostly likely to be the characteristics they have observed that were lived out in front of them rather than words that they heard, unless what was observed and what was heard matched each other.  I’m reminded of the classic parenting line, “Do as I say and not as I do,” which we all know is not what really happens; we tend to do what we see. That same conclusion was reached by Albert Bandura in his studies on behavior modification and observational learning, most notably in his classic “Bobo doll” study (1969, 1986, 2003).

One of the primary applications of this truth is the importance of consistency in leadership. In essence, do what you say you will do. I found strong affirmation of this in a recent study by Jack Zenger and Joseph Folkman, which was undertaken to identify “what separates the competent from the exceptional individual performers” using over 50,000 360-degree evaluations on 4150+ individual contributors over a five-year time period. Stated in an article in the Harvard Business Review Blog Network, they said, “Walk the Talk. It’s easy for some people to casually agree to do something and then let it slip their minds. Most people would say that this is mere forgetfulness. We disagree. We believe it is dishonest behavior. If you commit to doing something, barring some event truly beyond your control, you should follow through. The best individual contributors are careful not to say one thing and do another. They are excellent role models for others. This is the competency for which the collective group of 4,158 individuals we studied received the highest scores. That means, essentially, that following through on commitments is table stakes. But exceptional individual contributors go far beyond the others in their scrupulous practice of always doing what they say they will do.” (Zenger & Folkman, 2014)

Consistency in what you do is one of the most important factors in your credibility as a leader. It gives you trust, it makes you believable. John Kotter made the same connection between consistency and credibility when he said, “Another big challenge in leadership efforts is credibility – getting people to believe the message. Many things contribute to credibility: the track record of the person delivering the message, the content of the message itself, the communicator’s reputation for integrity and trustworthiness, and the consistency between words and deeds.” (HBR’s 10 Must Reads on Leadership, 2011, p. 48) I had the opportunity to live this out in one organization that had an absence of trust between leadership and employees when I arrived. In my first year, I became very intentional about communicating publicly what I would be doing (both minor and major things), and then making sure that people saw that I did those things. I wanted them to know that I would do what I said I would do, so that they could trust me. My efforts were affirmed when, during an evaluation process at the end of the first year, the consensus of the employees indicated that “trust of leadership” was one of the most positive aspects of the year.

I want to go one layer deeper in this principle. The consistency of doing what you say you will do is critical to effective leadership, but it will really only work well if it is genuine, and it is only genuine if it is who you are. In other words, it’s not simply about your actions matching your words, but your life matching your values. Jim Collins calls this “consistency of action – consistency with values, consistency with long-term goals, consistency with performance standards, consistency of method, consistency over time.” (Collins & Hansen, 2011, p. 21) Consistency begins with what you say, is demonstrated by what you do, but is validated in who you are. It is actually at this deeper level that you will find the strength and courage to resist the pressure to compromise in ways that make you inconsistent, especially when circumstances are difficult.

Bandura, A. (1969). Principles of Behavior Modification. New York, NY: Holt, Rinehart, & Winston.

Bandura, A. (1986). Social foundations of thought and action: a social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.

Bandura, A. (2003). On the Psychosocial Impact and Mechanisms of Spiritual Modeling. International Journal for the Psychology of Religion, 13(3), 167.

Collins, J., & Hansen, M. T. (2011). Great by Choice: Uncertainty, Chaos, and Luck – Why Some Thrive Despite Them All. New York, NY: Harper Collins Publishers.

HBR’s 10 Must Reads on Leadership. (2011). Boston, MA: Harvard Business Review Press.

Zenger, J., & Folkman, J. (2014, April 11, 2014). The Behaviors that Define A-Players.

 

/0 Comments/by