Leading by example: challenging coherence

The most difficult situation of someone who has the responsibility to be in charge of a team, as a leader, responsible o director, is to maintain aligned and coherent behaviors with the expectations of the observers for the daily performance.

In many occasions we have listened the expression “we lead by example”, but maybe we did not go deeper in the scope and sense this expression has for the organizational culture and for the management processes of the organization.

To be an example also means there is a fact that has to be followed or rejected and therefore those being an example must comply with some characteristics. I would like to stress the difference between setting an example and being an example as the conceptual implications are very relevant since set is a presentation of the ideal which must be done in reference of something whereas be refers to the actions that have to be imitated, replicated or followed by other members in the organization.

The example, in terms of behavior, is a conscious and deliberate action that intents to be followed and based on that we could question the validity of a leadership where the example is not derived from a personal and profound conviction to reinforce the action but to the contrary it could become a mask of incoherence and therefore it does not show the reality of the real meaning of the proposed action.  In other words, the leadership must go beyond  the example and have to include the possibility of the mistake as the leadership is neither to be an example nor to set an example but transforming by example, with the possibility that management becomes a new experience for all the members of the team.

Leadership is a necessary component in the processes of transformation and the example is an option which is available to be taken, improved or changed in a way the results meet the expectations and the goals of the organization.