Walking the Talk

We’ve all heard them before – those things people say to be a “good” manager:

“I’m a Servant Leader.”

“Development is really important to me.”

“My people are most important.”

But how many times, when the rubber hits the road, is that really the case? With all the pressures we all face, especially today, how often do these promises have a caveat or two… when I’m not stressed, when I have time, as long as you don’t leave?

As many of you know, I recently started an executive coaching and consulting practice. Through my transition from corporate to self-employment, I was fortunate to have been supported by a manager who embodied the phrase “walk the talk.”

In the midst of a seismic change for our business (divestiture) and a pandemic, I gave my notice. My leader consistently told us that, first and foremost, we were her priority – no matter what. We could change teams, we could leave the company, we could do something else, and she would support our path. Her number one goal was to care for us as individuals and that, in turn, would create a strong, productive team.

I have heard similar sentiments that, when tested, have not turned out as advertised. However, during my notice conversation - the ultimate test - and for the months that followed, my manager lived up to her commitment – she walked the talk.

Through all the personal and professional stress, she was excited for me and did not begrudge my decision. I already planned for a long transition period to ensure things were taken care of before my exit. That said, I can confidently say that the way she handled the news deepened my dedication to the team and to the company.

Brené Brown defines connection as, “The energy that exists between people when they feel seen, heard, and valued; when they can give and receive without judgement; and when they derive sustenance and strength from the relationship.” On the topic of connection, she says, “If leaders really want people to show up, speak out, take chances, and innovate, we have to create cultures where people feel safe.”

I felt that connection and safety up until the last minute of my employment and continue to now.

As a leader:

• How are you cultivating connection within your teams?

• What do you do when the rubber hits the road?

• How will you walk the talk?

Thank you, Mignonette Silot-Chang, for a master class in inspirational leadership.