Relationships at Work - The Leadership Guide to Building Workplace Connections and Avoiding Blind Spots.
Relationships at Work - your leadership guide to building workplace connections and avoiding blind spots.
A relatable and honest show on leadership, organizational culture and soft skills, focusing on improving employee engagement and company culture to inspire people to apply, stay and thrive.
Because no one wants leadership that fosters toxic environments at work, nor should they.
Host, speaker and communications leader Russel Lolacher shares his experience and insights, discussing the leadership and corporate culture topics that matter with global experts help us with the success of our organizations (regardless of industry). This show will give you the information, education, strategies and tips you need to avoid leadership blind spots, better connect with all levels of our organization, and develop the necessary soft skills that are essential to every organization.
From leadership development and training to employee satisfaction to diversity, inclusivity, equity and belonging to personalization and engagement... there are so many aspects and opportunities to build great relationships at work
This is THE place to start and nurture our leadership journey and create an amazing workplace.
Relationships at Work - The Leadership Guide to Building Workplace Connections and Avoiding Blind Spots.
Talking Isn’t Doing: Why Leadership Needs More Than Words
We’ve all heard it before—promises of change, assurances of action, and commitments to improvement from leaders. But too often, words are mistaken for progress.
In this episode of Relationships at Work, we’re diving into the dangerous gap between talking and doing in leadership. When leaders say, "We’re working on it," but nothing changes, trust erodes, and relationships suffer. We explore real-world scenarios like resolving workload issues, addressing toxic behavior, and improving feedback loops, and we provide actionable steps leaders can take to ensure their words match their actions. Because in leadership, talking isn’t enough—doing is what matters.
And connect with me for more great content!
Welcome back to Relationships At Work – Your leadership guide to building workplace connections and avoiding blind spots.. I’m your host Russel Lolacher
I’m a communications and leadership nerd with a couple of decades of experience and a heap of curiosity on how we can make the workplace better. If you’re a leader trying to understand and improve your impact on work culture and the employee experience, you’re in the right place.
This mini-episode is a quick and valuable bit of information to help your mindset for the week ahead.
Inspired by our R@W Note Newsletter, I’m passing on to you…
Leadership Saying is Not Leadership Doing
Employees often try to stay positive when they hear a leader say they’re going to do something, are working on something, or are addressing an issue—especially when it’s a long-standing concern for them.
“we’re discussing it”
“at least we’re having the conversation”
“we have a meeting about it next week”
Employees here these statements and they try to be hopeful.
But as leaders, we must understand that talking isn’t doing. Telling our team or organization that we’re going to take action is not the same as actually moving the needle and demonstrating effort. Too often, we as leaders mistake communication or the promise of action for progress. It’s not. It’s jazz hands. It’s spirit fingers. It’s a placation.
Do any of these scenarios sound familiar—something we’ve said or heard before?
· Resolving Workload Issues:
"I’ll look into hiring more people to lighten the load."
"We’ll redistribute responsibilities to balance workloads better."
"We’ll start saying NO to additional duties if it gets to be too much."
· Addressing Toxic Behavior:
"We won’t tolerate negativity or poor behavior—I’ll deal with it immediately."
"I’ll have a conversation with that individual about their conduct."
· Feedback Loops:
"I want to hear your ideas—we’ll set up regular feedback sessions."
"I’ll get back to you about that suggestion soon."
And yet—workloads don’t change. Toxic behavior continues. Employees still don’t feel heard.
Doing is doing. Talking is just... talking.
Employees bring history into their expectations. Have they heard these promises before with no progress? Even if it wasn’t us as leaders who said those words, the lingering memory of unfulfilled promises fuels the "we’ve heard this before" feeling.
This is where relationships erode. Trust is lost in the gap between words said and actions taken—or not taken. The bigger the chasm, the more trust dissolves. The only trust that remains is employees trusting that leaders won’t follow through.
The Question: How can leaders ensure their words align with their actions to maintain trusted relationships?
The Action(s):
Let’s use resolving workload issues as an example.
1. Create Transparent Plans with Set Timelines
o Specificity and transparency build credibility. Employees trust leaders who not only acknowledge issues but also outline clear steps to resolve them.
o Share progress updates regularly, even if the outcome isn’t final. Let employees know where things stand and what’s coming next.
o Example: "By the end of the month, I’ll work with each team to assess workloads and identify areas where we can redistribute tasks or hire additional support."
2. Make Employees Part of the Solution
o When employees are involved in the process, they’re more likely to trust the outcomes and believe in your commitment to change.
o Collaboration ensures the process isn’t happening in a “black box” but with their participation, where they can see the opportunities and challenges.
o Example: Create task forces or committees to explore and propose solutions to workload challenges.
3. Model the Behavior You Expect
o Actions speak louder than words. Employees look to leadership to set the tone for accountability and behavior.
o Hold yourself accountable by sharing your own progress or challenges in achieving goals.
4. Measure Progress and Share Results
o Employees trust what they can see and measure. Regularly tracking progress and sharing outcomes demonstrates accountability and reinforces that their concerns are being addressed.
o Example: Share metrics like average hours worked, task distribution, or new hires. Highlight specific changes made to alleviate burdens.
Employees aren’t naive. They know when they’re just being told what they want to hear. While words are important for raising awareness, it’s our actions that define the quality of our leadership and our commitment to building trust.
Great relationships at work aren’t built by words, they are backed by action.
