Bridging the Say-Do Gap in Leadership
Despite the abundance of well-designed leadership programs, why do leaders sometimes fall short in their actions? I am sure there are a myriad of reasons why, but one that occurred to me is the "say-do gap." Let's dive into this phenomenon, its underlying science, key findings, and what it means for leaders.
The Science
The "say-do gap" refers to the difference between what individuals say they will do and what they actually do. This phenomenon is well-documented in psychology, particularly in behaviour change, decision-making, and social psychology. Despite many well-designed leadership programs, leaders often fall short due to this gap. Understanding the psychological principles behind this can help bridge the gap and improve leadership effectiveness.
Key Findings
Several psychological theories offer insights into why the say-do gap exists and how it can be addressed:
Theory of Planned Behavior: What we intend to do is shaped by our attitudes, what others think, and how much control we believe we have. But sometimes, real-life situations get in the way of acting on these intentions.
Implementation Intentions: Making specific plans about when, where, and how to do something helps us actually do it by creating mental cues.
Cognitive Dissonance Theory states that when our actions don't match our beliefs, we change our beliefs to feel better about what we did.
Self-Perception Theory: We determine our beliefs by observing our behaviour, sometimes creating a gap between what we say and do.
Social Desirability Bias: We often say we'll do things that sound good to others, even if we don't intend to do them.
Temporal Construal Theory: We tend to have big, idealistic plans for the future but more realistic expectations for the present.
Behavioural Economics (Nudge Theory): Small environmental changes can make it easier for us to do what we intend to do.
Self-Control and Ego Depletion: When mentally tired, it's harder to follow through on our intentions.
Prospect Theory: How choices are presented to us affects whether we act on our intentions.
Habit Formation: Our automatic behaviours can sometimes override what we intend to do.
Affective Forecasting: We're not great at predicting how we'll feel in the future, which can lead to a mismatch between our plans and our actions.
Construal Level Theory: How close or far away something feels (in time, space, or psychologically) affects how we think about and act on it.
What Does This Mean?
For leaders, understanding the say-do gap is crucial. The gap can undermine credibility and effectiveness, but knowledge of psychological principles can help bridge it. Leaders can:
Create specific action plans: Use implementation intentions to detail when, where, and how you will carry out your intended actions. This creates mental cues that trigger the desired behaviour.
Design supportive environments: Apply behavioural economics principles to make desired behaviours easier to perform. Small environmental changes can nudge you towards following through on your intentions.
Develop positive habits: Create routines that align with your leadership intentions. This helps override conflicting automatic behaviours and ensures your actions consistently match your words.
Practice regular self-reflection: Set aside time to examine your behaviour and ensure it aligns with your stated intentions. This helps you identify and address any discrepancies early.
Manage your energy: Be mindful of self-control depletion. Ensure adequate rest and recovery to maintain the willpower to follow through on your commitments.
Communicate realistic expectations: Balance idealistic future intentions with realistic present expectations when communicating with your team. This reduces the gap between what you say and what you can actually deliver.
A Quote to Reflect On
""Your actions speak so loudly that I cannot hear what you say." – Ralph Waldo Emerson.
A Question for You to Reflect On
Does this concept resonate with you? If yes, how can you create actionable plans to ensure your leadership intentions align with your actions?
By understanding and applying these psychological insights, leaders can better navigate the complexities of the say-do gap and lead with greater integrity and effectiveness.
Further reading:
Ajzen, I. (1991). The theory of planned behaviour. Organizational Behavior and Human Decision Processes, 50(2), 179-211.
Gollwitzer, P. M. (1999). Implementation intentions: Strong effects of simple plans. American Psychologist, 54(7), 493-503.
Festinger, L. (1957). A theory of cognitive dissonance. Stanford University Press.
Bem, D. J. (1972). Self-perception theory. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 6, pp. 1-62). Academic Press.
Crowne, D. P., & Marlowe, D. (1960). A new scale of social desirability independent of psychopathology. Journal of Consulting Psychology, 24(4), 349-354.
Trope, Y., & Liberman, N. (2003). Temporal construal. Psychological Review, 110(3), 403-421.
Thaler, R. H., & Sunstein, C. R. (2008). Nudge: Improving decisions about health, wealth, and happiness. Yale University Press.
Baumeister, R. F., Bratslavsky, E., Muraven, M., & Tice, D. M. (1998). Ego depletion: Is the active self a limited resource? Journal of Personality and Social Psychology, 74(5), 1252-1265.
Kahneman, D., & Tversky, A. (1979). Prospect theory: An analysis of decision under risk. Econometrica, 47(2), 263-291.
Wood, W., & Neal, D. T. (2007). A new look at habits and the habit-goal interface. Psychological Review, 114(4), 843-863.
Wilson, T. D., & Gilbert, D. T. (2003). Affective forecasting. Advances in Experimental Social Psychology, 35, 345-411.
Trope, Y., & Liberman, N. (2010). Construal-level theory of psychological distance. Psychological Review, 117(2), 440-463
