One of the finest ways to communicate desirable behaviour or the need for change is by example. In tough times, when it is necessary to keep an eye on expenses, the senior partner of a very successful architectural practice flies in economy rather than business class. The team leaders in a high-performing accountancy firm have a reputation for always getting to their own and other people’s meetings a few minutes before the start. When the managing partner of a top design firm receives letters of complaint from clients she personally replies within one working day. Team leaders in a renowned advertising agency provide ‘hands-on’ help when their team members’ projects are running up against tight deadlines. Furthermore, they put in extra hours alongside their people who are handling the assignments. The leader of a highly regarded in-house scientific research unit invites and receives feedback from his people on how helpful he is to them. For six months each year, the senior partner of a top-flight law firm personally supervises the work of one of the trainees.
The point about all of these examples is that a very clear message is sent to everyone in the firm. The word gets around fast. People everywhere begin to believe that leaders mean what they say. Cynicism, if it exists, begins to disappear. Leadership by example works. It is a concept that is readily understood. Sadly it isn’t always put into effect. Too often, much higher-percentage pay increases are provided for those at the top of a firm than for those lower down. Too frequently, the senior partner preaches cost cuts but manages to slip in a personal office refurbishment. Too often, senior people agree ground rules, which include obligatory attendance at meetings, and then find excuses to stay away. If leaders say one thing and do another, is it any surprise that cynicism abounds, morale declines and performance tails off?