This competency enables the learner to:
Setting the Example is your personal behavior independent of external influences. While a very simple competency on the face of it, none is more important. Fail to demonstrate this competency to members of your group, and you are doomed to negative results. No matter how good a line you talk, if you don't match it with your behavior, you will enjoy no respect and find it increasingly difficult to get the group to work with you.
It may be more difficult under some circumstances to set a positive example, but that doesn't stop you! Setting the Example is where your backbone shows. If you have character, if your character has integrity--that is, if who you are on the outside is lined up with who you are on the inside--you will accomplish far more than you might imagine possible. For this kind of leader, as long as he takes care of his follower's needs, enjoys their respect, loyalty, and even love.
If you fail to set the example, why should you expect group members to do any better? To help keep the group together and get the job done, everything you do and say should line up with the best possible examples of leadership. When you set the example, you help facilitate the results you want as a leader.
The essence of Setting the Example is to remember that wherever you are, whatever you are doing, imagine that a Scout in your group is taking a mental picture of you when you are least aware of it--and that will be the one image that sticks in his or her mind.
Every leader has a special responsibility to set a positive example. As a leader, you are constantly watched by those you work with.
If you play league ball, you play by the league rules. Listen to those in authority. As they gain your respect, respect their authority. If you don't understand the rules, ask questions until you do. If the rules don't make sense, work at getting the rules changed.
Following instructions may not be enough. Some teams win, some lose, even in the same league, playing by the same rules. Always do the best job you can. Give more than 100%. Persistence and consistency can make up for shortfalls in other areas.
Focus on what needs to be done without putting it off until forced to do it. Avoid procrastination. Seize the day. Nothing every comes to those who wait. Ask for what you want. Look for opportunities to help.
Show good judgment. Don't clown around, disturb others, or goof off. Don't use crude or offensive language at any time. Don't joke with someone you don't know. Their sense of humor may be entirely different than yours.
Leaders are supposed to act as if they deserved the respect of those who elected them. Nobody who demands respect ever gets it, except as lip service, while they are around. Remember that wherever you go, someone is undoubtedly glancing your way. What you do is far more important than what you say.
Keep the "big picture" in mind along with the nitty-gritty. Find out what is expected by those you lead and by those you report to. Be personally proficient in outdoor and leadership skills. You ought to be a good resource for anybody in your group, but not the best for everything. Don't wind up doing everything or you'll be doing it alone--stick to your job as leader. Know your group members' strengths and weaknesses. Know how to back each member up and make everyone look good.
Your opinions on almost anything will be noticed by your group. Some will adopt your opinions them because they would like to be like you. Do you ever seem to express attitudes that aren't the real you? Is this hypocritical? Attitudes often set the real example. Conscious, positive, attitudes can work wonders, as Goethe so eloquently described it.
Until one is committed, there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative and creation, there is one elementary truth the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, the providence moves too. A whole stream of events issues from the decision, raising in one's favor all manner of unforeseen incidents, meetings and material assistance which no man could have dreamed would have come his way. Whatever you can do or dream you can, begin it. Boldness has genius, power and magic in it. Begin it now.
Cleanliness, proper clothing, neat personal areas, showering regularly--not experimenting with letting the hair grow--all are important elements that affect other's perception of the example you set.
Setting the example is the "internal" component, if you will, of Controlling Group Performance. If the leader sets a certain tone conducive to getting business done, others will follow suit (if he has earned their respect). By setting an appropriate example--acting mature, showing initiative, etc.--the group works together better and gets more done.
Another poem, author unknown, illustrates these points very well.
I'd rather see a sermon than hear one--any day.
I'd rather one should walk with me, than merely show the way.
The eye's a better pupil and more willing than the ear;
Fine counsel is confusing, but example is always clear.
The best of all the preachers are the men who live their creeds,For, to see the good in action is what everybody needs.
I can say, I'll learn how to do it if you'll let me see it done;
I can watch you hand in action through your tongue too fast may run.Although the lectures you deliver may be very wise and true,
I'd rather learn my lesson by observing what you do;
For I may misunderstand you and the fine advice you give,
But it's no misunderstanding how you act and how you live.
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