Leading with Trust

4 Ways Leaders Can Overcome Low T (btw, it’s not just a male problem)

Feeling like a shadow of your former self? Is there a lack of emotional connection in your relationships? Do you find others not sharing important information with you or excluding you from activities? If so, you might be suffering from Low T. Don’t worry, you’re not alone. Millions of well-intentioned leaders experience Low T at some point in their career. It’s a treatable condition but it requires leaders to understand the causes Low T and how to avoid them.

Causes of Low T

Trust is an essential ingredient in healthy relationships and organizations. It allows people to collaborate wholeheartedly with one another, take risks and innovate, and devote their discretionary energy to the organization. However, there are certain behaviors and characteristics of people who experience Low T in the workplace.

    • Taking credit for other people’s work
    • Not accepting responsibility
    • Being unreliable
    • Not following through on commitments
    • Lying, cheating
    • Gossiping or spreading rumors
    • Hoarding information
    • Not recognizing or rewarding good performance

Treating Low T

Reversing Low T requires understanding the four elements of trust and using behaviors that align with those elements. The four elements of trust can be represented by the acronym ABCD.

Able – Demonstrate Competence. Leaders show they are able when they have the expertise needed for their job. They consistently achieve results and facilitate work getting done in the organization. Demonstrating competence inspires others to have confidence and trust in you.

Believable – Act with Integrity. Trustworthy leaders are honest with others. They behave in a manner consistent with their stated values, apply company policies fairly, and treat people equitably. “Walking the talk” is essential in building trust in relationships.

Connected – Care About Others. Being connected means focusing on people, having good communication skills, and recognizing the contributions of others. Caring about others builds trust because people don’t care how much you know until they know how much you care.

Dependable – Honor Commitments. Dependable leaders are reliable and consistent. They respond timely to requests and hold themselves and others accountable. Not doing what you say you will do quickly erodes trust with others.

Do You Have Low T?

Think of the ABCDs as the language of trust. The more leaders focus on learning the language of trust, the more trustworthy they will become, the more trust they will earn from others, and the more our organizations will embody the ideals of trust. Download this free e-book to see if you are suffering from Low T.

Don’t Settle for Leading with Low T

Too many leaders settle for leading with Low T because they don’t understand how trust is actually formed in relationships. Trust doesn’t “just happen,” as if through some sort of relationship osmosis. Trust is built over a period of time through the intentional use of trust-forming behaviors. Good leaders focus on using trust-building behaviors and avoid using behaviors that erode trust.

We Don’t Have a Crisis of Trust – We Have a Crisis of Untrustworthy Leaders

“An Implosion of Trust”—That’s the headline of the executive summary of Edelman’s 2017 Trust Barometer. Their annual trust survey and report goes on to cite grim statistics about the state of trust in the world:

  • Trust in government, business, media, and NGOs declined broadly over the last year, the first time this has happened with all four institutions in the 17 years Edelman has been tracking trust.
  • Only 29% of respondents say government officials are credible and just 39% say the same about CEOs.
  • The media is distrusted in 82% of the world’s countries, and in only five (Singapore, China, India, Indonesia, and the Netherlands ) is it above 50%.
  • 85% of people lack belief in the system.

It’s enough bad news to make you want to stay in bed and pull the covers over your head, isn’t it? (Note: These statistics are measuring generalized trust in a social and institutional context. For an excellent treatment on the importance and challenge of defining trust, read this and this from trust expert Charlie Green.)

We don’t have a crisis of trust so much as we have a crisis of untrustworthy leaders. Just take a look at Fortune’s list of the world’s 19 most disappointing leaders to get a feel for how many suffered trust-related gaffes. An institution is simply a collection of individuals who act in such a way that causes their constituents to trust or distrust the organization. Leadership sets the tone for an organization’s culture and performance and it’s there we need greater accountability for leading in trustworthy ways.

But what makes a leader trustworthy? There are four key elements to being trustworthy. You can easily remember them as the ABCDs of Trust:

A is for AbleDemonstrating Competence. Leaders who possess the skills, knowledge, and expertise for their roles earn trust. Able leaders demonstrate their competence by having a track record of success. They consistently achieve their goals and can be counted on to solve problems and make good decisions.

B is BelievableActing with Integrity. Integrity is at the heart of trustworthiness and it’s impossible to be fully trusted without it. High integrity leaders are honest, tell the truth, admit their mistakes, and act in alignment with their values and those of the organization. They walk the talk.

C is for ConnectedCaring about Others. Trustworthy leaders value relationships. They care about their people and act in ways that nurture those relationships. Connected leaders establish rapport with people by finding common ground and mutual interests. They share information about themselves and the organization in a transparent fashion, trusting others to use information wisely. Most of all, connected leaders are others-focused. They place the needs of others ahead of their own.

D is for DependableHonoring Commitments. Fulfilling promises, maintaining reliability, and being accountable are critical aspects of being dependable. Trustworthy leaders do what they say they’re going to do. They don’t shirk their responsibilities or hold themselves to a different (i.e., lower) standard than their team.

Think of the ABCDs as the language of trust. The more leaders focus on learning the language of trust, the more trustworthy they will become, the more trust they will earn from others, and the more our organizations will embody the ideals of trust. Download this free e-book to see if your leaders are building or eroding trust.

3 Truths About Trust

Virtually everyone agrees that trust is a vital ingredient for healthy and successful relationships. Unfortunately, most people don’t think about trust until it’s been broken. That’s the worse time to realize its importance because by then it may be too late to fix the damage that’s been done. Instead of leaving trust to chance, we need to have an intentional focus on proactively building it. When our attention is focused on a specific goal, our energy will flow in that direction to help us accomplish it. There are three truths about trust we should keep in mind as we strive to build high-trust relationships.

abcd-model-newTrust is a skill—Trust doesn’t “just happen.” It’s a skill that can be learned and developed through intentional effort. In order to do so, it’s helpful to have a framework of what comprises trust in a relationship. In our Building Trust training program, the ABCD Trust Model is used to represent the four elements of trust. Trust is built in a relationship when you are Able, Believable, Connected, and Dependable. Able people are trusted because they are competent in what they do. They have the knowledge, skills, and abilities to perform well in their roles. The second element of trust is Believable, which is acting with integrity. You are Believable when you behave in alignment with your values and those of the organization, are honest, ethical, and fair in your dealings with others. Connected people build trust because they develop rapport with others, are good communicators, and have the best interests of others in mind. Finally, Dependable people do what they say they will do, are accountable, and responsive to others.

Trust drives results—Trust isn’t just a “soft” interpersonal skill that fills our relationships with warm fuzzies, unicorns, and rainbows. Trust drives bottom-line results in organizations. The Great Place to Work Institute has shown that high-trust organizations have 50% lower turnover than low-trust organizations, and employees who trust their leaders perform 20% better and are 87% less likely to leave the organization. Our own research has shown that people who trust their leaders intend to perform at higher levels, use their discretionary energy to benefit the organization, remain with the organization, endorse the organization as a good place to work, and be a good organizational citizen.

Trust begins with you—Without risk, there’s no need for trust. Trust and risk go hand in hand. In order for trust to develop, someone has to be the first to extend it. It’s been said that the best way to see if someone is trustworthy is to trust them. Someone has to make the first move and I advocate that each of us needs to take the responsibility to extend trust to others. When we do so, we open the door for others to prove themselves trustworthy and reciprocate by extending trust to us. It’s a virtuous cycle that reinforces itself.

Building trust is like raising plants in a garden. You have to plant the seeds, feed them, nurture their development, and regularly tend the garden. The same is true in our relationships. You have to plant the seeds of trust, feed them, and nurture their development. You may not see results immediately, but over time you’ll see the level of trust grow and one day will reap the rewards of having high-trust relationships.

Do Your Managers Build or Erode Trust? Free e-Book

do-your-managers-build-or-erode-trust-thumbnailDo you consider yourself trustworthy? Chances are you answered yes, just like the vast majority of people do when I pose that question in training sessions on how to build trust.

If we are all so trustworthy, how do we explain that 82% of people don’t trust their boss to tell the truth? Or that research has shown that people are more likely to trust a stranger than their boss? Obviously, we aren’t as trusted as we may think.

Unfortunately, most people don’t think about trust until it has been broken, and by that time it may be too late to do anything about it. Instead of waiting until you find yourself experiencing a crisis of trust, why not be intentional about building trust in your relationships?

They key is to understand that trust is comprised of four key elements. Using behaviors that align with the four elements of trust will cause others to perceive you as being trustworthy and result in the development of trust in the relationship.

Download the free e-Book, Do Your Managers Build or Erode Trust?, to learn more about the four elements of trust, their associated behaviors, and the business results high-trust organizations achieve. Feel free to leave a comment to share your thoughts.

Building Trust is a Skill and Here’s How to Learn It

Trust Wooden Letterpress ConceptMost people assume trust “just happens,” like some sort of relationship osmosis. That couldn’t be further from the truth. Like any leadership skill, the ability to build trust can be learned and developed. It’s arguably the most important skill required for leadership effectiveness and it’s needed now more than ever.

According to Tolero Solutions, 45% of employees say lack of trust is the biggest issue impacting work performance. Research by Kenexa High Performance Institute shows 50% of employees who distrust their senior leaders are seriously considering leaving their organization and 62% report unreasonable levels of stress. Leaders need to take the initiative to bridge the trust divide with employees and the place to start is in developing the skill of building trust.

This week The Ken Blanchard Companies released a newly redesigned version of its Building Trust training program. The new program combines the latest research findings on trust with our 35 years of expertise in leadership development. Leveraging the easy to learn, easy to remember, and easy to implement Elements of Trust model, the updated Building Trust course is a dynamic and interactive learning experience that includes a mix of video, group exercises, and electronic support tools. It teaches participants how to increase their own trustworthiness, rebuild trust that has been damaged, and how to have conversations with others about low-trust situations.

Most people are afraid to talk about issues of trust in the workplace, and for good reason. Confronting an issue of low trust can be an emotional firestorm that causes fear, anger, and defensiveness. After all, most people don’t think of themselves as being untrustworthy. The value of having a common definition of trust, which the Elements of Trust Model provides, allows people to have an objective view of what trust is and isn’t, and talk about trust in a neutral and non-defensive way.

Click here to learn more about our new program. I give some highlights about it in the video below.

 

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