Actions Speak Louder Than Words

One of the more interesting observations I’ve made in delivering diversity training occurs in the discussion around “shared influence.” We talk about collaborative leadership and how that can foster more ownership and buy-in, as well as more ideas, which in turn makes for a stronger, more productive team. I ask whether employees are more engaged and more willing to go the extra mile when the manager simply assigns a task, or when the manager asks for input, and then asks that employee to implement her idea. The class inevitably chooses Scenario Two. It seems like such an obvious answer, yet how often do leaders actually do this?

Some participants have asked why the employer is teaching collaboration yet consistently uses a command-and-control model.

A good question, and one that points to a disconnect between what the employer says it wants to happen and what actually is happening in the organization. Interestingly, although the employees are asked to complete a survey at the end of the workshop, offering suggestions as to how the curriculum could be improved, few respond. Often, that will lead managers to say (in frustration), “We ask for their input, they don’t give it, and then they complain that we don’t listen to them!”

The next question, then, is, “Why aren’t the employees offering suggestions?” Although I don’t know the answer in this specific situation, it can sometimes occur when the employer has a history or a reputation of not listening to the employees. Employees give up, stop offering ideas, and don’t believe the employer when it says it “values their opinions.” When it gets to this point, the employer is really going to have a difficult time convincing the employees that it has changed its ways, and truly does want the employee to contribute.

Actions consistent with stated positions will build trust and encourage collaboration. If the two are not consistent, people will always believe actions over words.