Do You Practice What You Preach?

It usually comes as a surprise, with a bit of defensiveness, or maybe a moment of self-honesty. When a growth-stage CEO hears this question from me, they know the answer. They just rarely consider the implications, good or bad. 

In my coaching work with growth-stage CEOs, the pace of change is part of the deal, and illustrates how the say-do gap has a significant ripple effect on the company. 

To be clear: this gap doesn’t come from a lack of values or good intentions. It comes from momentum. Growth. Pressure. The sheer pace of scaling something that matters, to a founder, especially.  

• One CEO said that people and culture matter the most. But then I asked, When was the last time you gave a team member your undivided attention, without a screen or a rush to the next thing? His response: “I think I do this well, but then, the demands on my time make this hard to do on a consistent basis. And I need to do better.” 

• One CEO said they believe in transparency. However, in a prior conversation, they shared the need to hold back, soften the truth, and delay a tough conversation. 

• Most recently, a CEO shared the common refrain that feedback is a gift, but when faced with a full assessment of their current and needed performance, they got very nervous and, yes, very defensive. 

These leaders are human, not hypocrites. But here’s the thing: people notice. In a high-growth environment where uncertainty is high and clarity is craved, people watch what you do even more than what you say. 

Mind the Gap 

The say-do gap often creeps in quietly, and often without self-awareness. The impact? 

• People stop bringing you the hard stuff. 

• Your leadership team mirrors your contradictions. 

• Cynicism creeps in, disguised as silence.

If you want to address this challenge, you need to be as curious about your blind spots as you are about your business model. Consider reflecting on this single question: Where might my actions and my stated values be out of sync? Then take it a step further: Ask three people you trust on your team to share an example of when they saw a gap between what you said and what you did. 

Your role is to listen and not defend.  Say thank you. Then do something with it. Choose one small change you can make to start closing the gap. One visible shift creates momentum.  

Be A Contagion 

Live the say-do way. When you show others the importance of living up to this behavior, in all aspects of the business, you give the whole company reason to do the same. It’s a powerful foundation for any growth-stage company. It deepens trust and reinforces true ownership and accountability.

Your team doesn’t need a flawless leader. They need a real one.