Walking the Talk: Aligning Words and Actions

The Importance of Alignment Between Words and Actions

In any organization, there is often a gap between the stated values and the actual values demonstrated through behaviors. As former Navy SEAL officer Leif Babin succinctly puts it, "It's not what you preach, it's what you tolerate." This quote highlights the need for alignment between words and actions, both as individuals and organizations.

The values an organization claims to stand for are usually outlined clearly in their mission and vision statements. However, simply stating these values is not enough. Employees are very attuned to discrepancies between what an organization says and what it actually does. If companies do not hold themselves accountable for living up to their own stated values, these words become meaningless.

Walking the Talk Builds Trust

When an organization "walks the talk," it builds trust among employees and customers. People can see that the actions and behaviors exhibited within the company align with its espoused values. This consistency establishes credibility and integrity.

On the other hand, tolerance of misalignment erodes trust quickly. Employees lose faith in leadership that says one thing but allows contradictory behaviors to persist without consequence. Customers become skeptical of companies that tout certain values but operate in ways that seem counter to those principles.

To earn trust, organizations must demonstrate through their actions, not just their words, what they stand for. The values can't just be flashy statements on a website or inspirational posters on office walls. They need to be deeply embedded throughout the company's operations.

Driving Cultural Change

Preaching values without Tolerating actions that violate them is a recipe for cynicism and dysfunction. Employees learn quickly what behaviors leadership actually reinforces, despite whatever slogans and platitudes they espouse.

Cultural change requires setting clear expectations aligned with the organization's values and then holding people accountable to those expectations. Violations of the values must have consequences, or it sends the message that those stated values aren't meaningful.

This starts at the top with the executive team and board of directors setting the tone. Culture cascades down from the pinnacle of leadership. Upper management must model the values they want embodied throughout the organization.

Consistency Across the Organization

Alignment between words and actions should be consistent across the enterprise, not just at the very top. While culture originates with the C-suite, all leaders need to walk the talk and hold their teams accountable.

Mid-level managers often have the most direct contact with employees, so they play a critical role. If middle managers preach the company values while tolerating contradictory behaviors among their direct reports, it undermines the cultural transformation.

Frontline supervisors are equally important. They oversee the daily actions of the majority of staff. If their teams are not living the values, supervisors must intervene immediately.

Why Tolerating Misalignment Damages Companies

When an organization tolerates divergence between its words and actions, the consequences are severe:

Damaged External Reputation

Today's savvy consumers have high expectations of transparency and integrity from companies. If a brand's behaviors don't match its marketing messages, people will call them out publicly. Social media acts as a rapid amplifier, destroying reputations and trust.

Words are cheap. Consumers attach more weight to what they can observe a company actually doing and the experiences other customers report. Failing to walk the talk imperils public perception.

Toxic Internal Culture

Tolerating misalignment fosters toxicity internally as well. Employees become cynical when they see coworkers violating company values without repercussion. Resentment builds when people perceive double standards.

Hypocrisy at the top ranks erodes morale fastest. But inconsistencies anywhere in the organization can poison the culture. It only takes a few bad apples for negativity to spread.

Loss of Top Talent

The best employees have options. When they observe discrepancies between words and actions, it repels them. Workers, especially younger generations, choose employers whose cultures align with their values.

Tolerating misalignment signals to top talent that the organization lacks integrity. This will prompt them to look for jobs elsewhere that have authentic, values-driven cultures.

Reputational Damage to Leaders

Leaders are judged based on the cultures they cultivate. Those who preach values but tolerate inconsistent behaviors develop poor reputations.

Future job prospects diminish for executives, board members, and managers linked to companies with misaligned words and actions. Their personal brands become tarnished by association.

How Organizations Can Improve Alignment

Here are some ways organizations can strengthen consistency between their words and actions:

Values-Based Hiring

Start by hiring people whose personal values align with the company's culture. Onboarding sets expectations. Check for fit during probation periods, letting early mismatches go.

Coaching helps employees develop behaviors consistent with the organization's values. But releasing those unwilling to change weeds out misfits before they poison the culture.

Values-Based Performance Management

Incorporate values adherence into performance reviews. Recognize those modeling the behaviors. Constructively address those falling short to improve.

Link bonuses and promotions to values alignment. Make it clear that upholding the company's principles matters for advancement and rewards.

Values Reinforcement Training

Training at all levels should regularly refresh understanding of the company's values and expected behaviors. Creative, engaging training builds emotional commitment to the culture.

Onboarding, management development, customer service, sales—integrate values alignment into all training. Consistency starts here.

Zero Tolerance Policy

Publicly state that upholding the values is mandatory. Violations will not be overlooked. Make the consequences clear, from reprimands up to termination.

Apply the policy firmly and uniformly at all levels. Don't make exceptions for rainmakers and long-timers. Culture equals consistency.

Continuous Culture Audits

Regularly solicit anonymous employee feedback on how well behaviors align with values. Survey customers too. Probe any discrepancies to understand why.

Publicize results demonstrating management's commitment to improvement. Thank employees for input and highlight changes being made based on what's learned.

Preach Less - Tolerate Less

Ultimately, the solution is straightforward: Preach less about values and tolerate less deviation from those values in behaviors. Talk should support action, not disguise inaction. As Babin put it, "It's not what you preach, it's what you tolerate."

Alignment between words and deeds at all levels of an organization is challenging but essential. A values-driven culture is about walking the talk consistently and uniformly. Employees will follow the behaviors leadership tolerates, not the platitudes they preach.

Integrity breeds trust and success. Preaching without accountability for living up to the words preached leads to cynicism and dysfunction. Organizations dedicated to aligning language and behavior reap enormous benefits in reputation, culture and performance.

FAQs

Why is alignment between words and actions important?

Alignment builds trust among employees and customers. They can see the company lives its values. Misalignment erodes trust quickly when people observe hypocrisy between what is preached and what is tolerated.

How does hypocrisy damage company culture?

Employees become cynical when leaders preach values but tolerate violations without consequence. This fosters toxicity and resentment. People follow the behaviors actually tolerated, not the platitudes preached.

What happens when top talent observes misalignment?

The best employees have options and want to work for companies with authentic, values-driven cultures. Tolerating inconsistencies signals to top talent that the organization lacks integrity, prompting them to leave.

Why must alignment be consistent across the company?

While culture originates at the top, alignment must reach all levels. If middle managers and frontline supervisors don't walk the talk, it breeds dysfunction. There cannot be double standards.

How can organizations improve alignment?

Steps like values-based hiring and performance management, training, audits, and zero tolerance for violations promote consistency. Leadership at all levels must model desired behaviors.