Whether you manage a team or not, people notice when your words and actions don’t line up. You might say you value communication or teamwork, but those things really show up in how you react under pressure and how you treat people every day. When there’s a gap, trust starts to slip. When there isn’t, people know what to expect, and that consistency makes working together a whole lot easier.

Author and leadership expert Paul Thornton says that if you notice misalignment in your team, it’s probably because your words and actions don’t align. If you don’t address these, you can weaken your credibility, confuse your team members and erode the trust you’ve worked hard to build. Wondering if your words match up with your actions? Keep reading this issue of PromoPro Daily, where we share Thornton’s thoughts on common misalignments.

  1. “I am a good communicator.” You may just assume that your messages are clear and people understand what you’re trying to say. However, Thornton says employees regularly experience unclear expectations, missing details and conflicting priorities. 

  2. “I value my people.” Many leaders say this and mean it. But if you really value your people, your actions will show it. Thornton says that if you don’t seek opinions or if you dominate discussions or neglect coaching conversations, your actions contradict your words. When this happens, employees don’t feel important. 

  3. “I’m a strategic thinker.” You might think this about yourself, but how much of your time is spent attending meetings or putting out fires? Chances are, many of the most important strategic questions go answered. As a result, Thornton says employees feel unsettled because everything is urgent and priorities are constantly shifting.

  4. “I’m open to feedback.” Just because you say you’re OK with feedback doesn’t mean you actively seek it. When a team member shares their perspective, you may become defensive and dismiss their thoughts. Over time, Thornton says people learn that their honest feedback isn’t welcome, so they only offer praise.

  5. “I empower people.” Leaders at all levels understand the importance of empowerment. However, under pressure, Thornton says they often fall back on giving directions. Detailed instructions, constant oversight and micromanagement make people feel inadequate. Over time, people stop thinking for themselves and wait to be told what to do.

You don’t have to be perfect, but it helps to pay attention to what you say and whether your actions align with that or contradict it. The more honest you are about the gaps, the easier they are to fix. And when you stay consistent with what you say and do, you make it easier for people to buy into what you’re trying to accomplish.

Compiled by Audrey Sellers
Source: Paul B. Thornton has written 30 books and numerous articles on management and leadership. He has also created several short YouTube videos covering key management and leadership topics.