Saying and Doing

Years ago when I worked as a foreman, some of my colleagues were bemoaning the chronic bad behaviour of our employees.  Workers were showing up late, taking long breaks and production had fallen off.  No matter how much they complained, begged or threatened their workers, their efforts to "right the ship" had little to no effect.  Perhaps the workers would immediately make a show of work, but the second their foreman left the room everyone reverted back to their careless, meandering ways.  Our workers had been conditioned to do as they wanted because there were no consequences besides complaining.

As a relatively new foreman at that company, after observation and consideration I asked:  "Do we have a disciplinary policy?"  They affirmed the corporation had a policy in place.  Then I questioned, "Why aren't we putting it into practice?"  Somehow the implementation of the formal disciplinary policy of our company had been neglected, and it took time and effort to educate our workers and put the plan into action.  There gradually began to be a marked changed in the leadership and the workers when we began to pull workers aside and issue written warnings that required them to sign their name on a form that memorialised their infractions and our conversation--and how continued bad behaviour would cause disiciplinary actions to escalate.  We gently affirmed we were all on the same team, and taking disciplinary action was a critcal means to communicate concerns and correct those who strayed.

My son recently spent a week observing classrooms at a local private school and noted how teachers utilised software to "chronicle" disruptive and disrespectful behaviour.  If a student was late, a "chronicle" was made in the school portal that was stored on a database and also notified the parents.  A second "chronicle" meant the student was requred to spend a break period on detention in a classroom.  Teachers didn't need to shout, cajole or threaten students at all, for they took action with appropriate consequences that sent a clear message tardiness and anit-social behaviour was unacceptable.  Yesterday I was appalled and ashamed by a clip I saw in Parliament House, with the Speaker shouting over jeering MPs, "Order!  Order!"  Chiding those in the chamber accomplished nothing, nor did she command respect from anyone because she did nothing more than talk.  Instead of employing disciplinary measures over the unruly mob, she squawked "Order!" to no effect.

Actions do indeed speak louder than words.  Whether we are a foreman on a jobsite, a teacher or parent of a child or the Speaker of the House, we ought to outline clearly expectations and the consequences for doing wrong.  And when people do the wrong thing--which we have all done and will do--the wise will follow through with all they said.  Balaam said truly of God in Numbers 23:19:  "God is not a man, that He should lie, nor a son of man, that He should repent. Has He said, and will He not do? Or has He spoken, and will He not make it good?"  When God said He would do something, whether it was a blessing or curse, He always followed through.  He is not a liar but is trustworthy, dependable and reliable.  Shouting does not mean anyone will listen to you, but those known for doing as they say will be heard and respected--even when they speak quietly.