Do as I Say, Not What I Do: Examining Hypocrisy in Leadership
The phrase “do as I say, not what I do” is often uttered with a dismissive air, a justification for behavior that falls short of the standards one sets for others. But what does it truly mean, and what are the implications, particularly in leadership roles? This article will delve into the complexities of this adage, exploring its origins, its psychological underpinnings, and the detrimental effects it can have on trust, credibility, and overall effectiveness. The core concept of ‘do as I say, not what I do‘ will be examined from various angles, providing a comprehensive understanding of its impact on individuals and organizations.
The Origins and Evolution of the Phrase
The exact origins of the phrase are difficult to pinpoint, but the sentiment behind it has likely existed for centuries. It reflects a fundamental human tension: the gap between our ideals and our actions. Throughout history, leaders have espoused certain values while simultaneously failing to live up to them. Whether it’s a parent telling their child not to smoke while secretly indulging in the habit themselves, or a CEO preaching integrity while engaging in unethical business practices, the disconnect is a recurring theme.
The phrase gained prominence as societies became more complex and hierarchical. As leaders gained more power and influence, the scrutiny of their behavior intensified. The expectation that leaders should embody the values they promote became increasingly important. The phrase “do as I say, not what I do” then emerged as a way to rationalize this discrepancy, to assert authority even when personal conduct fell short.
The Psychology Behind Hypocrisy
Why do people engage in hypocritical behavior? Several psychological factors contribute to this phenomenon. One key factor is cognitive dissonance, the mental discomfort we experience when our beliefs and actions are inconsistent. To reduce this discomfort, we may rationalize our behavior, downplay the importance of the inconsistency, or even change our beliefs to align with our actions. Someone might “do as I say, not what I do” because they find it easier to justify their actions than to change them.
Another factor is self-serving bias, the tendency to attribute our successes to internal factors (like skill and intelligence) and our failures to external factors (like bad luck or circumstances). This bias can lead us to believe that we are somehow exempt from the rules that apply to others. We might think that our position or unique circumstances justify our inconsistent behavior. This can lead to instances where individuals practice “do as I say, not what I do”, creating conflict and distrust.
Furthermore, social power dynamics play a significant role. Individuals in positions of authority may feel entitled to certain privileges or exemptions. They may believe that their status allows them to act in ways that would be unacceptable for others. This sense of entitlement can lead to a disregard for ethical considerations and a willingness to engage in hypocritical behavior. The mentality of “do as I say, not what I do” becomes ingrained in their leadership style.
The Detrimental Effects of Hypocrisy in Leadership
The consequences of hypocrisy, particularly in leadership, can be devastating. It erodes trust, undermines credibility, and damages morale. When leaders fail to practice what they preach, their words ring hollow. Employees become cynical and disengaged, questioning the sincerity of their leaders and the values of the organization. The phrase “do as I say, not what I do” becomes a symbol of this distrust.
One of the most significant effects of hypocrisy is the creation of a toxic work environment. When leaders are inconsistent in their behavior, it creates uncertainty and anxiety among employees. They may feel unsure of what is expected of them and how they will be evaluated. This can lead to stress, burnout, and decreased productivity. When the mantra is “do as I say, not what I do”, the effects are amplified across the organization.
Hypocrisy also breeds resentment. Employees who witness their leaders engaging in unethical or inconsistent behavior may feel unfairly treated. They may believe that the rules are being applied selectively, and that some individuals are held to a higher standard than others. This can lead to feelings of anger, frustration, and a desire for revenge. The inherent unfairness of “do as I say, not what I do” creates division and animosity.
Moreover, hypocrisy can damage an organization’s reputation. In today’s interconnected world, news of unethical behavior spreads quickly. A leader’s hypocrisy can become a public relations nightmare, damaging the organization’s brand and alienating customers and stakeholders. The perception of “do as I say, not what I do” can be incredibly damaging to public trust.
Examples of ‘Do as I Say, Not What I Do’ in Different Contexts
Political Leadership
Politicians often face scrutiny for their personal behavior, especially when it contradicts their public pronouncements. A politician who advocates for fiscal responsibility while simultaneously engaging in lavish spending habits is a classic example of “do as I say, not what I do.” This inconsistency can damage their credibility and undermine their political agenda.
Corporate Leadership
In the corporate world, leaders who preach ethical behavior while engaging in shady business deals create a culture of distrust and cynicism. A CEO who emphasizes the importance of work-life balance but consistently sends emails late at night and on weekends sends a conflicting message. This “do as I say, not what I do” approach can lead to employee burnout and decreased productivity.
Parenting
The phrase is perhaps most commonly associated with parenting. Parents often tell their children to avoid certain behaviors (e.g., lying, smoking, eating junk food) while engaging in those very same behaviors themselves. While parents may have valid reasons for their actions, the inconsistency can be confusing and undermines their authority. The child sees the parent “do as I say, not what I do”, and the message loses its impact.
The Importance of Leading by Example
The alternative to “do as I say, not what I do” is leading by example. Leading by example means embodying the values and behaviors that you want to see in others. It means walking the talk, practicing what you preach, and holding yourself to the same standards that you expect from others. When leaders lead by example, they inspire trust, build credibility, and create a positive and productive environment.
Leading by example is not always easy. It requires self-awareness, discipline, and a willingness to be vulnerable. It means admitting your mistakes, taking responsibility for your actions, and constantly striving to improve. However, the benefits of leading by example far outweigh the challenges. It is the most effective way to influence others and create lasting change. It’s the antithesis of “do as I say, not what I do”, and it fosters genuine respect.
To effectively lead by example, consider the following:
- Be Authentic: Don’t try to be someone you’re not. Be genuine and transparent in your actions and communication.
- Be Consistent: Strive to maintain consistency between your words and your deeds.
- Be Accountable: Take responsibility for your actions, both successes and failures.
- Be Empathetic: Understand and appreciate the perspectives of others.
- Be a Role Model: Demonstrate the behaviors and values that you want to see in others.
Moving Beyond ‘Do as I Say, Not What I Do’
Moving beyond the “do as I say, not what I do” mentality requires a conscious effort to align our words and actions. It means being honest with ourselves about our shortcomings and actively working to improve. It also means creating a culture of accountability, where individuals are held responsible for their behavior and where ethical conduct is valued and rewarded.
Organizations can foster a culture of integrity by implementing clear ethical guidelines, providing training on ethical decision-making, and creating channels for reporting unethical behavior. Leaders must also be willing to address instances of hypocrisy head-on, holding individuals accountable for their actions and taking steps to prevent future occurrences. [See also: Creating an Ethical Workplace Culture]
Ultimately, the key to moving beyond “do as I say, not what I do” is to embrace a philosophy of continuous improvement. We should always be striving to become better versions of ourselves, both personally and professionally. This requires a willingness to learn from our mistakes, to seek feedback from others, and to constantly challenge our assumptions. By committing to personal and organizational growth, we can create a more ethical, trustworthy, and effective environment for everyone. This active commitment is the best way to combat the negative effects of “do as I say, not what I do”.
Conclusion
The phrase “do as I say, not what I do” represents a fundamental flaw in leadership and human behavior. It undermines trust, damages credibility, and creates a toxic environment. By understanding the psychological underpinnings of hypocrisy and the importance of leading by example, we can move beyond this damaging mentality and create a more ethical, authentic, and effective world. The path forward requires self-awareness, accountability, and a commitment to aligning our words and actions. Only then can we truly inspire others and create lasting positive change. So, let’s strive to lead by example, not by empty pronouncements, and leave behind the harmful legacy of “do as I say, not what I do.” The future depends on it.
