Leading with Trust

One Thing Employees Want But Don’t Get Enough of at Work

I don’t have an exact count, but over the years of conducting training classes on Building Trust or speaking to large groups about trust and leadership, I’ve worked with thousands of employees around the globe from all sorts of organizations and industries.

Frequently I will ask people to respond to this question: “Raise your hand if you are sick and tired of all the praise you receive at work.” How do you think people respond?

No one ever raises their hand.

The truth is most people are starving for more recognition for their efforts and accomplishments. For whatever reason, whether it’s not understanding the importance of praise, being uncomfortable expressing appreciation, or having a twisted perception that praising people will cause them to lose their performance edge, many leaders simply don’t use one of the most powerful tools in their leadership toolbox.

Ken Blanchard has frequently said that if he could choose one thing that defined his legacy as a leadership expert, it would be the importance of “catching people doing something right.”

Why should you care about praising team members? Research, surveys, and studies have shown that praise:

  • Contributes to higher levels of engagement
  • Helps reduce turnover
  • Improves morale
  • Builds trust
  • Improves manager/employee relationships

Unless delivered effectively, praise can be perceived as hollow or meaningless and actually work against improving employee relationships and performance. To fully leverage the power of praise, remember to:

  • Praise genuine achievements, not routine efforts
  • Be specific; don’t generalize
  • Deliver it as close to the event as possible
  • Link the praise to team or company values, goals, or strategies
  • Be authentic and genuine; don’t be overly concerned with making it perfect

Giving praise doesn’t cost you anything, except for a little bit of time and effort. Yet it can be one of the most effective tools managers can use to improve employee performance and engagement at work. Give it a try and let me know how it works for you.

Ken Blanchard Shares an Easy Way to Know if You Work in a Trusting Environment

Fingers Crossed Behind BackHow can you tell if you have a trusting work environment? By reading nonverbal clues, says Ken Blanchard in his March column for Chief Learning Officer magazine. “If people trust leadership, they’re willing to turn their backs to their bosses. In other words, they turn and focus on their own work because they know the leadership means them no harm.”

To illustrate his point, Blanchard shares a story about Horst Schulze, cofounder of Ritz-Carlton Hotels. During Schulze’s reign, after orientation and extensive training, every employee was given a $2,000 discretionary fund they could use to solve a customer problem without checking with anyone. They didn’t even have to tell their boss. As Blanchard explains, “Horst loved to collect stories about how people honored this trust by making a difference for customers.”

One story in particular that stood out for Blanchard was about a businessman staying at a Ritz-Carlton property in Atlanta during the middle of an extended business trip. After one night in Atlanta, the executive was flying out the next morning to deliver a major speech in Hawaii.

“The businessman was a little disorganized as he was leaving the hotel. On his way to the airport he discovered he’d left behind his laptop, which contained all the graphics he needed for his presentation. He tried to change his flights but couldn’t. He called the Ritz-Carlton and said, ‘This is the room I was in, and this is where my computer was. Have housekeeping get it and overnight it to me. They have to guarantee delivery by ten o’clock tomorrow morning, because I need it for my one o’clock speech.’

“The next day Schulze was wandering around the hotel as he often did. When he got to housekeeping he said, ‘Where’s Mary?’ Her coworkers said, ‘She’s in Hawaii.’ Horst said, ‘Hawaii? What’s she doing in Hawaii?’

“He was told, ‘A guest left a computer in his room and he needs it for a speech today at one o’clock — and Mary doesn’t trust overnight carrier services anymore.’ Now you might think that Mary went for a vacation, but she came back on the next plane. And what do you think was waiting for her? A letter of commendation from Schulze and high-fives around the hotel.”

That, says Blanchard, is what a trusting environment is all about.

What are the nonverbals in your organization?  Do people feel safe enough to turn their backs on their manager—or are they worried the manager will find fault with the work they’re doing or punish them if something goes wrong?

You can read more about Ken Blanchard’s thinking in the March issue of Chief Learning Officer.  Also check out this video of Ken Blanchard sharing about the importance of creating a trusting environment.

(This article was written by David Witt and originally appeared on LeaderChat.org.)

Translation Please…

Enjoy this guest post from Mark Miller:

Why do some really big ideas fail to gain acceptance while others, seemingly less significant, flourish? If you want an example, think no further than a cat video on YouTube with 118 million views – really???

In recent writing, I’ve hypothesized about value and awareness as key drivers of traction. I still believe that to be true – but there are probably a couple of other factors that ultimately determine the reach of an idea.

Here’s one to consider: Approachability.

I think back to when I was serving as the head of our newly formed Quality team. This was a time when six sigma, a quality improvement built around statistics, was all the rage. Some assumed my newly formed team would begin teaching this very hot and trendy methodology to all of our people. We said no.

Why? Not because the tenets of six sigma were not valid; rather, I was concerned about the approachability of the concept. I could not see tens of thousands of teenagers around the country embracing something as academic and challenging as six sigma.

Often leaders make a mistake when they try to embrace someone else’s practices without first translating them into their own language and culture. I think this is one way leaders can add huge value…

Find truth and make it culturally relevant.

And, in the process of making an idea culturally relevant, you can make it approachable. Only when an idea is approachable, can it become transformational.

What are the chronic problems you and your organization face? What is required to resolve these issues? How can you make the “answer” approachable for your people?

About Mark Miller

Mark Miller is the best-selling author of 6 books, an in-demand speaker and the Vice President of High-Performance Leadership at Chick-fil-A. His latest book, Leaders Made Here, describes how to nurture leaders throughout the organization, from the front lines to the executive ranks and outlines a clear and replicable approach to creating the leadership bench every organization needs.

4 Steps to Avoid a Leadership Meltdown Like Uber’s Travis Kalanik

kid-having-meltdownThe last few weeks have not been kind to Uber and its CEO Travis Kalanik. Revelations by former employees of the company’s toxic and abusive culture, a highly publicized video of Kalanik arguing with and demeaning a Uber driver, and a New York Times article of Uber’s aggressive and unrestrained workplace, all led to Kalanik’s public apology for his role in fostering this culture and his pledge to seek “leadership help” to make things better.

He doesn’t need “leadership” help. He just needs help. Period.

Through the experiences of my own leadership journey and in my work helping people improve their leadership impact by developing trust in relationships, I’ve come to believe that leadership is an inside-out proposition. If you get things right on the inside, the outside takes care of itself. The inside things—our values, beliefs, motivations, and purpose—drive our outward behavior. Being clear on the inner aspect of leadership will keep our outward actions on track and help us avoid a leadership meltdown like the one Uber’s Travis Kalanik is currently experiencing.

Four Steps to Develop Inside-Out Leadership

  1. Know Your Core Values—Leadership is an influence process. As a leader you are trying to influence others to believe in certain things and act in specific ways. How can you do that if you aren’t clear on your own values? What drives your own behaviors? You have to be clear on that before you can expect to influence others…at least in a positive way. In the absence of clearly defined values, I believe people tend to default to the more base, self-centered values we all possess: self preservation, survival, ego, power, position. As an example, my core values are trust, authenticity, and respect. I look to those values to guide my interactions with others. Just as river banks channel and direct the flow of rushing water, so values direct our behaviors. What is a river without banks? A large puddle. Our leadership effectiveness is diffused without values to guide its efforts.
  2. Develop Awareness of Yourself & Others—The best leaders are acutely aware of their own personalities and behavioral patterns and the effect they have on others. Having self-awareness is good but it’s not enough. We also have to be able to self-regulate our default behaviors and learn how to dial them up or down depending on the needs of the situation. Effective leaders also develop awareness of the behavioral styles of those they lead, and they learn how to adjust their behaviors to meet the needs of others. Being a leader requires you to be a student of people and human behavior. You can’t be a bull in a china shop when it comes to human relationships and only rely on your default modes of behavior. It’s a leadership cop-out to use your personality as an excuse for bad behavior.
  3. Be Clear on Your Beliefs About What Motivates People—I believe most people want to contribute to something bigger than themselves. I believe they want to learn, grow, and be the best version of themselves they can possibly be. I believe they want recognition for a job well done and want to be rewarded appropriately. I believe everyone who works at a job wants to be fairly compensated, but at the end of the day, money is not their primary source of motivation or satisfaction in work. When people have dinner with their family after a day at work, I believe they want to talk about how their boss helped them become better that day, or about a new accomplishment they achieved. I believe people don’t leave their personal cares and concerns at home when they arrive to work, and they want to be valued as individuals with hopes and dreams, and not viewed as nameless or faceless drones showing up to do a job. That’s what I believe and it dictates how I relate to others as a leader. What do you believe about others? The answer is to take a look at how you behave. That will tell you what you believe and why it’s so important to get clear on this aspect of inside-out leadership.
  4. Live Out Your Leadership Purpose—My leadership purpose is to “Be a servant-leader and a model of God’s grace and truth.” Being a servant leader means I strive to be other-focused, putting the needs and interests of those I lead ahead of my own. It means I set the vision for my team (the “leadership” aspect) but then turn the pyramid upside-down (the “servant” part) to help my team members achieve the goal. Being a model of God’s grace and truth guides my behaviors with others. It drives me to give others the benefit of the doubt and forgive when mistakes are made. It also drives me to be truthful and honest with team members, delivering candid yet caring feedback or redirection when the situation warrants it. Hopefully through this example you can see the importance of having a leadership purpose. It’s the driving force of how you “show up” as a leader. If you find that your leadership is inconsistent, unfocused, or lacking impact, revisit (or establish) your leadership purpose.

Leadership is as much about who you are as it is what you do. But in order to do the right things, you first have to believe the right things. If you place a priority on developing your inner life as a leader, the outward actions will follow suit and you won’t have to worry about experiencing a leadership meltdown.

On the Far Side of Broken Trust – Hope for Those Who Have Been Betrayed

Betrayal and broken trust brings immense pain.

I know. I’ve been there. And you probably have too.

When we talk about breaking trust, there is a continuum of severity of the offense. My fellow trust activists, Dennis and Michelle Reina, have an excellent way of expressing this concept. First, you can categorize offenses as either major or minor. Second, within those categories you can view the offenses as intentional or unintentional. The severity of the trust betrayal happens on a continuum, from those instances where a person unintentionally behaves in a way that erodes someone’s trust, to those instances where the person intentionally behaves in a way to deceive or betray.

Betrayal Continuum by Dennis & Michelle Reina

When we’ve experienced an intentional, major betrayal of trust, it can seem like all hope is lost of salvaging the relationship. After all, isn’t that the truth behind the cliché “trust takes a long time to build and just a second to lose?”

I’m here to tell you that there is hope on the far side of broken trust. If you and the other party are committed to restoring the relationship and putting in the necessary time and effort to rebuild trust, there is hope for the future. There are three important ideas to consider and remember:

1. Trust is incredibly resilient—Trust is much stronger than we give it credit for, as most people who have had long-term relationships can testify. Trust experiences ups and downs over the course of time, but if both parties learn to develop open and honest communication and practice forgiveness and restoration when minor trust offenses occur, they develop the strength necessary to weather a major breach of trust.

2. Trust can be stronger after a betrayal—Once a relationship experiences an intentional, major betrayal of trust, it will never be the same. But it can be better, deeper, and stronger than it was before. Betrayals of trust often cause the parties involved to realize the value of their relationship. Instead of taking it for granted, the parties can gain a new perspective on the importance and priority of the relationship and work to make it healthier than it was before the breach of trust.

3. It’s an opportunity for a new beginning…or a necessary ending—After experiencing a breach of trust, and before deciding to embark on the journey of rebuilding it, it’s important to consider if the relationship is worth preserving. For example, if your auto mechanic intentionally deceives you and charges you for repairs that weren’t needed, you may decide it’s better for you to end that relationship and find a new mechanic. That’s an easy choice with an impersonal service provider, but it’s quite another for a close personal relationship. Yet in spite of the pain caused by a betrayal in a close relationship, it presents an opportunity to pursue a new beginning. Both parties need to be absolutely committed to restoring the relationship in order to recover from a major betrayal of trust. Trust is a reciprocal process—one person gives it, the other returns it. You can’t rebuild it if only one party is committed.

Trust is the foundation of any healthy and thriving relationship. It may sound simplistic and perhaps counterintuitive, but the best way to build trust is to never break it in the first place. What I mean by that is trust is created through repeated interactions in a relationship where the parties prove themselves trustworthy to one another. The more trust is built over time, the stronger it becomes and is able to endure and persevere when a major betrayal occurs.

If you find yourself experiencing a betrayal, don’t despair. There is hope for having a stronger and deeper relationship as a result of going through the process of rebuilding trust.

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