Behavior-Based Leadership
and Followership
Training
Founded 2010
We support
APRIL 15, 2025
Walk The Talk...Really?
We hear people in our organizations all the time talking about how they should "walk the talk." So, what does this actually mean, and why do we care about it as leaders? Can it help or hurt us? It means having your stated values and your demonstrated values match in every way. This is called being “congruent.” And if you're not congruent, it can cause a leader a lot of trouble. If you are congruent it can make your life as a leader very easy.
YEAH, SO WHAT? What if I say one thing and do another? I mean, what if I do something just a little different than what I expect my people to do, is that a big deal? After all "rank has its privileges, right?"
Let's consider the types of people we find based on the following two criteria of:
TALK = Stated Organizational Values -
These are the organizational things, ideas, values, philosophies that we say we support or believe in. These things are supported by what is said only.
WALK=Demonstrated Organizational Values -
These are the organizational things, ideas, values, philosophies that we demonstrate we support or believe in, as evidenced by our actions. These things are supported by the behavior exhibited to others.
Verbal support (Talk) for organizational goals must align with behavioral support (Walk) because credibility, trust, and organizational cohesion are built through consistency. When leaders or employees say they support the mission but act in ways that contradict it—such as ignoring policies, prioritizing personal agendas, or failing to model expected behaviors—they create a "speak-do" gap. This disconnect undermines morale, breeds cynicism, and can fracture team alignment, ultimately impeding progress toward shared goals. Conversely, when behaviors match stated commitments, it reinforces organizational values, strengthens culture, and fosters accountability at all levels. Misalignment between words and actions erodes legitimacy and weakens the foundation upon which effective leadership and followership depend.
Not being congruent in what you say and what you do creates a climate of mistrust and cynicism
So, If we look at the stated values in comparison to the demonstrated values and put them on a grid with stated values vertically, and demonstrated values horizontally, you'll come up with 5 different types of perceptions, all of which can be the leaders or the followers:
"Resistor:" (No verbal or behavioral support) These people don't say that they believe in the organizational values, philosophies, ideas, etc. Nor, do they demonstrate that they support the organizational values, philosophies, ideas, etc. And more pay may only be a short-term fix.
"Grandstander:" (Verbal support but no behavioral support) These people say that they believe in the organizational values, philosophies, ideas, etc. Yet, they don't demonstrate that they support the organizational values, philosophies, ideas, etc. "All talk and no show!" These people may believe in what they are saying, but their actions don't prove it out, hence they may be convincing, but quickly proven to not be congruent in their stated values and demonstrated values.
"Disinterested or Dispassionate:" These people are the fickle people that look at "W.I.F.M." (What's In it For Me) and if they believe they will gain from supporting the organizational values (even temporarily) then they will, but if not, don't count on them even saying/doing anything supportive. They may also go to "Resistor" if there is personal value in it for them.
"Soldier:" (Behavioral Support but no verbal support) These are the people that don't necessarily say they support the organizational values, philosophies, ideas, etc., but their actions demonstrate that they are being supportive of the organizational mission, goals, etc. These people will do what they are supposed to (aka: the "good soldier") only as long as they can tolerate the incongruity, but they will quickly find ways to make some change, including leaving to find another place that provides a more congruent environment. (transfer, retirement, moving to another similar organization, etc...this is the symptom most easily observed.)
"Catalyst:" (Both verbal and behavioral support) These people are the ones who not only say that they believe the organizational values, philosophies, ideas, etc, but their actions and behaviors demonstrate that they support the organizational values, philosophies, ideas, etc.
Putting It All Together:
When stated values and demonstrated values don’t match, even just a little bit, people often feel that they have been cheated or "lied to" and become resentful of the leader. Here’s why...we are told one thing, but the behavior shows something different than what we expected based on what we were told. So, as an example, if a boss told you she wasn't going to give you any additional work and then she showed up a few minutes later with additional work, would you believe her actions or what she said? The only way to really become a catalyst of change, or move the organization forward, is to be congruent in both verbal support (talk) and behavioral support (walk). This is what we mean by “walk the talk.” To "Walk the Talk."
Quotes to Put into Practice:
"Never separate the words you speak with the life you live." - Paul Wellstone, U.S. Senator"A
"As we express our gratitude, we must never forget that the highest appreciation is not to utter words, but to live by them." - John F. Kennedy, U.S. President