As leaders, the organization often comes to us with specific expectations. They might outline what they want to achieve, give us a direction, or establish a policy or procedure that must be followed. Sometimes, it involves promoting a particular behavior. In any case, there’s a clear objective that the organization wants us to help bring to life. They expect us, as leaders, to take this guidance to our teams and say, “This is the outcome we’re aiming for, so let’s make it happen.”

We may think it’s as straightforward as communicating, “This is what we need to do—now go and do it.” However, it rarely works that way. People don’t automatically change behaviors, adopt procedures, or follow policies just because they’re told to. There needs to be a bridge between the directive and the outcome.

That bridge is our role as leaders. We have three essential responsibilities:

1. Model: We need to exemplify the behaviors and standards that the organization wants to see. When we “walk the talk,” our teams can observe and understand what’s expected. If they see us doing it, they’re more likely to follow suit. If we don’t model the behavior ourselves, they won’t adopt it.

2. Coach: As our teams begin implementing new policies, procedures, or behaviors, they’re likely to encounter obstacles. These challenges are rarely due to resistance but are simply part of learning something new. At this stage, they look to us for support. Coaching them through these issues is crucial for their success.

3. Require: If the organization has set a specific direction, it’s not optional. We must emphasize that this expectation is non-negotiable. It’s our role to ensure compliance and accountability.

In summary, to achieve the organization’s goals, we must take on the roles of modeling, coaching, and reinforcing expectations. By fulfilling these responsibilities, we can effectively support our teams and help the organization reach its desired outcomes.