In a memorable 1993 Nike commercial, NBA star Charles Barkley famously declared, “I’m not a role model…Just because I dunk a basketball doesn’t mean I should raise your kids.”
While I may not be able to dunk a basketball or command millions as a Director of Human Resources, I’ve come to understand that as a leader, modeling behavior is crucial. It can create a positive ripple effect throughout your organization.
As leaders, we have a unique opportunity to set the tone for our teams and organizations. Throughout my career I have witnessed firsthand how leaders who embody the values and behaviors they wish to instill in their teams can transform workplace culture and drive success.
Modeling behavior is a powerful leadership tool. It begins with identifying the values, norms, and principles that define your leadership style. What do you stand for? Once you have clarity, share these values with your team. Then, commit to being a living example of those principles. Encourage your colleagues to hold you accountable, challenging you when your actions stray from your stated values.
For example, in my previous role as an HR Director, I prioritized conducting fair hiring processes. I made it a point to ensure that my decisions aligned with the highest standards of fairness. When administrators sought shortcuts in hiring, I pushed back, reinforcing the importance of integrity. Over time, I noticed a shift; administrators began asking themselves, “What would Kevin do?” before considering a shortcut.
Nonverbal communication is equally powerful in modeling behavior. Your actions speak volumes about what you expect from your team. I made it a point to engage fully in meetings, actively listening and respecting others when they spoke. When I expected my team to show engagement, I had to model that behavior myself. If I had checked my phone while someone else was talking, it would have sent a clear message that disrespect was acceptable. Instead, by maintaining eye contact and actively participating, I fostered a culture of respect and attentiveness.
Consider how your actions are perceived. Everyone is watching—even when you think they aren’t. A moment of frustration, such as raising your voice at a colleague, can spread through the office and organization quickly. Conversely, when I took the time to listen patiently to a staff member who was upset and needed to vent, it reinforced a culture of openness and support.
Modeling behavior is ultimately about character. As John Wooden, the legendary basketball coach, said, “Be more concerned with your character rather than your reputation. Because your character is really who you are, while your reputation is merely what others think you are.”
Integrity is crucial for effective leadership. For me, it meant standing firm on my principles, especially when they were tested. When asked to approve a hiring decision that bypassed our fair process, I remained steadfast in my commitment to integrity, reinforcing our shared values. This consistency not only strengthened my own credibility but also encouraged my team to embrace those same standards.
In essence, walk your talk. Do what you say you will do, and practice what you preach. By modeling the values, norms, and principles that matter to you and your team, you create a cohesive culture where everyone feels aligned.
Reflect on your own role models and how they influenced you. Now, consider how you can become a role model for others. Your leadership legacy starts with you—by embodying the behaviors you wish to see, you will inspire those around you to do the same. Ultimately, this commitment to modeling will lead to a more engaged, cohesive, and high-performing team and organization.
