Marine veterans explain how the 'say-do gap' could be sabotaging your work relationships
That doozy of an insight comes from three US military veterans and leadership consultants, who recently published a book titled, "Spark: How to Lead Yourself and Others to Greater Success."
The authors - Angie Morgan, Courtney Lynch (both former Marines), and Sean Lynch, (former Air Force), of leadership development firm Lead Star - suggest that one way to set a solid example for others and earn their trust is to narrow your "say-do gap." It's "the space between your words and your actions."
Having a narrow (or nonexistent) say-do gap is a hallmark of a "Spark," the authors' term for people who inspire others and influence outcomes, no matter their title or rank on the corporate hierarchy.
The authors write:
"What happens when you say at a meeting, 'I'll get this project done for you by Friday,' and then you get back to your desk and realize that you forgot about an all-day client meeting on Thursday?
"That's going to make it difficult to turn the project around by Friday, but a Spark wouldn't go back and try to reset expectations; instead, if you're a Spark, you make a Herculean effort to follow through on your commitment because your reputation is at stake."
I cringed when I read this passage, remembering those times when I'd told my coworkers or editors that a story would be in later than planned because I'd overextended myself. Not so Spark-y.
But doesn't every journalist ask for deadline extensions on occasion?
The authors' answer: It doesn't matter. They write:
"Sometimes it's difficult to uphold high standards in a workplace where everyone else is comfortable with less-than-best expectations.
"It's true that in some work environments people become complacent about standards - they arrive to work whenever, they show up late for meetings, and they are too accepting of excuses for poor performance.
"As a Spark, you may find it difficult to set up and model a narrow say-do gap when no one else seems to notice or care.
Which comes back to the authors' definition of leadership. Forget that Bill in accounting hasn't submitted a report on time in a year - you need to meet the expectations you've set for yourself.
Because, ultimately, if you don't trust yourself to get your work done, you can't expect to earn anyone else's trust.