“Our employees are our greatest asset.” Aside from being one of our most well-worn corporate clichés, what is the purpose of this statement? Does anyone believe this makes employees feel valued? Employees know that this and similar platitudes are only lip service and ignore them. But they pay close attention to what their leaders do.
Lip service is what leaders say when they think they are supposed to look like they value something, because it sounds good. But when their actions do not align, they create and sustain a culture of distrust. Without trust, problems are ignored or covered up and huge amounts of energy and talent in the organization are wasted.
Inauthentic leaders may say, “Respect is one of our highest values”– but they yell at their subordinates. They say, “We value innovation and collaboration” — but they heap scorn on ideas that differ from their own, and make uninformed decisions because they didn’t consult anyone.
Lip service is contagious. It spreads from the top level down. Middle managers who want to keep their jobs offer lip service right back. They nod and say the boss’s idea is brilliant — Not that it is problematic and doomed to failure. They remain silent about problems rather than bringing them up and suggesting solutions. They make sure their work “checks the box,” even if they know this will not necessarily contribute to the company’s success. They realize that being open and honest is not a company value.
Then initiatives mysteriously stall or fail altogether. Fingers are pointed, scapegoats are found, and no one admits there may be underlying systemic problems or root causes. Those who speak up are labeled as complainers who lack a “can do” attitude, and their tenure with the company is usually short. A culture of corporate politics has been created and sustained.
Lip service rolls further downhill throughout the organization. When employees perceive that what they are being told is lip service they keep their mouths shut and their heads down, but save their energy, passion, and discretionary efforts for activities outside of work. The company’s reputation as an employer tanks.
If you want an organizational culture where people offer their ideas, are open about problems and are willing to come up with solutions, and are motivated to go above and beyond for the company — It’s simply crucial to establish a culture of trust. This is not possible when people perceive a disconnect between what leaders say and how they behave.
Authentic Leadership avoids lip service of any kind. As a result, authentic leaders are believed. They earn trust because what they say is aligned with what they do, and it is always clear what kind of behavior they encourage vs. what they don’t tolerate. They encourage people to be open, collaborative, and creative. Authentic leaders can listen to dissenting opinions or criticism with openness and grace. They enable their teams to be honest about problems or mistakes and to find solutions through the free expression of a diversity of ideas. Through this, they enable better results than could ever be achieved in a climate of distrust, where everyone looks away from problems and watches their backs.
So, tell it to people straight. Give your people the good news as well as the bad and treat them like the perceptive adults that they are. It takes courage, discipline, and self-knowledge to be an authentic leader — But it’s what the job requires.