Whether I am figuring out how to lead my team, reading about leadership theories, coaching new managers, reflecting on past managers, or discussing management strategies, one topic comes up again and again and again.
Consistent messages.
Sure, it sounds like something that doesn't need a formal name. But it is such an integral part of any leader's success that it actually deserves a stronger title to represent its importance.
What are consistent messages?
Consistent messages are exactly that - messages that are upheld consistently across time and circumstance.
Why are consistent messages important?
They establish and maintain trust, which is one of the key requirements of any strong leader-follower relationship. They also tend to reflect deeper values, such as integrity and truth.
What is the opposite of consistent messages?
Inconsistent messages occur when a leader tells one person one thing and another person something else. The result is deterioration of trust, fueling a vicious cycle (rather than the virtuous cycle Storyhaven-taught leaders strive to set in motion).
What does a consistent message look like in action?
To make this concrete for you, and to hopefully appeal to your existing schema, let's consider something as simple as the weather. Let's pretend you are talking to your boss in a 1-on-1 on a Monday morning. You may say you hate the summer and love the fall, and he may agree with you. This is a good start - a connection is being established, and similarities on seemingly unimportant details can sometimes carry over into your work with positive impact. But later that day, the two of you are in a meeting with someone else, and in this meeting, the third attendee says he loves the summer and hates the cold. In the milliseconds that follow, you consider how to respond, and you may remember that your boss agrees with your views on the weather, so you feel more confident in speaking up in a friendly and diplomatic way to validate the other person but speak your truth confidently. However, in that moment, before you can say anything, your boss agrees, voicing his opinion that he loves the summer too, and hates the cold, just like the third person said. You may feel a shock run through you. What just happened? Your boss changed his opinion based on who was in the room. As a result of this inconsistency in his messaging, you may no longer feel confident enough to voice your opinion in areas where you thought you had his support; you may not trust your boss's opinions anymore, since now you know he may fluctuate; you won't know how to anticipate his response, which may hurt how you approach him with new ideas, personal opinions, strategic proposals, and the like. And this may be a silly example, but if it has happened to you, you may also consider that changing your opinion about the weather is SO inconsequential that no one would actually do it - in which case, what else would he switch his opinion on based on who's in the room?
As you can see, a lot can happen in the moment where the first inconsistency appears. But one simple change isn't always the end of the world - people change their minds as they grow and learn. The self-questioning part comes into play once it becomes a pattern. It all boils down to this: If someone is displaying inconsistent messages, how can you trust them? They may just be trying to appeal to various audiences, but in doing so, they are relinquishing the trust of all. They may want to make themselves look good in different settings, but in doing so, they are confusing the image of who they truly are.
It all boils down to this: If someone is displaying inconsistent messages, how can you trust them?
The game of office politics is one that many leaders feel they have had to engage in in order to move up the ladder, but the truth is that a successful, value-driven leader will always win out. A leader isn't a leader just because of lies told; a leader is a leader because his followers value his leadership. He brings something of benefit to the table and helps others get from point A to point B effectively. He can help others envision what point B looks like, along with why it's a better place to be than point A, and maps out how to get there. Then he leads the charge, modeling good behavior. Inconsistent messages are not good behavior. Inconsistent messages are not the appropriate way to get from point A to point B. Inconsistent messages are not something of benefit that help others. And inconsistent messages are not indicative of being a value-driven leader.
Leaders with deeply rooted values such as integrity would do well to ensure their messages are consistent across the board. This means having a code of ethics or a set of beliefs and not allowing them to be compromised or be conditional upon the surrounding people or situation. Trusted leaders conduct themselves with high standards, and this includes relaying consistent messages across the board. This means maintaining policies, supporting each team member equally, and forming opinions based on your own decision-making prowess (and hopefully some data) rather than shifting your vote based on someone else's influence. In fact, leaders who are strongly influenced by "the other" often have a hard time charting the course for point B, since they might tell some people they're going to point C or D instead if that's where everyone else is going. Again, it doesn't mean you can't change your mind when new data is presented - you may suddenly find out that point C IS a better destination than point B. Instead, it means you shouldn't vary your opinions based on external circumstances without having any rhyme or reason.
For example:
You can say: "We're all going to point B, and here's why!"
You can also say, "I just found out new information that alters the strategy, so now we're going to point C instead, and here's why!"
You can't say, "I love point B!" "We're going to point C." "I was just thinking that, too - point D is the best!" "Did you love point E? That's where we're headed!" "This is why we're going to point F." "I love point G!" to all different people.
Essentially, choose one destination (or strategy, or belief even), and stick to it. And if you need to change it, change it properly. But don't branch out and try to pretend something different to each person you come into contact with. Be yourself, and be confident that your opinions are enough. You can be a strong leader in your own right - you don't need to shift your opinions based on what others think. Trust yourself, and others will trust in you, too.
In other words...
Value-driven leaders who employ consistent messages regardless of time, audience, or circumstance develop and maintain trust among team members that is stronger and more effective than the superficial and wobbly foundation built by those who toy with inconsistent messages. Leading with integrity will always help you get where you need to go. Trust your decisions and lead fearlessly, providing context and communication (and value!) along the way so your followers will continue having good reason to come along with you for the ride.