Leading with Trust

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.

 

4 Ways to Measure a Politician’s Trustworthiness

trustA trustworthy politician…some might say, “Is there such a thing?” Listening to the rhetoric of this year’s presidential election would make one think neither of the two major party candidates has a trustworthy bone in their body. But trust isn’t an “all or nothing” proposition. Very few people are unequivocally trustworthy or untrustworthy in every aspect of their behavior. We all make mistakes and act in ways that erode other’s trust, but by and large, I think most people strive to be trustworthy the majority of the time.

The definitive way to judge someone’s trustworthiness is to observe their behavior over time. Does the person consistently act in ways that build trust with others or are they inconsistent and unpredictable in their behavioral patterns? When examining a person’s behavior to assess their trustworthiness, there are four factors to consider: Ability, Believability, Connectedness, and Dependability. I call these the ABCD’s of trust.

  1. Ability—Does the person demonstrate competence in their given role or function? Do they have the skills, expertise, and track record of success that gives you confidence in their abilities? We trust competent people because they have good planning, problem-solving, and decision-making skills. They know how to get the job done and how to do it right.
  2. Believability—A believable person acts with integrity. You can believe this person because he/she not only talks the talk, but walks the walk. A believable person is honest, credible, authentic, and owns up to their mistakes when they happen. Believable people are also fair in their dealings with others. They treat people equitably and ethically and don’t bend the rules by playing favorites.
  3. Connectedness—A connected person demonstrates trustworthiness by caring about people. They are kind, compassionate, and concerned with the well-being of others. They are also open communicators. They readily share information, are receptive to feedback, and listen well. Connected people build rapport with others and promote a sense of connection and harmony, not divisiveness and rancor.
  4. Dependability—A trustworthy person is dependable. They honor their commitments by being reliable. If they say they are going to do something, they do it. A dependable person builds trust by holding him/herself accountable, and if they lead others, holding their team members accountable as well. Dependable people are also responsive. They anticipate others’ needs and flexibly respond to the situation at hand.

I like to think of the ABCD’s as the language of trust. When a person’s behavior shows they are able, believable, connected, and dependable, they are communicating to me they are trustworthy. I know I can extend my trust to them with a reasonable expectation they won’t let me down.

As you head to the polls tomorrow to cast your vote in local, state, and national elections, consider the trustworthiness of the candidates by examining their ability, believability, connectedness, and dependability.

The #1 Thing New Managers Need to Know

new-supervisorI remember the first time I became a manager, close to 25 years ago. I had established myself as one of the top performers in a team of about a dozen people and was promoted into a supervisory position. Literally overnight I moved from being a peer with the rest of my team members to now being “the boss.” My training consisted of being briefed on the administrative aspects of my new role, like managing work schedules, processing forms, and managing team member workloads.

Being trained up, I was released into the wild to manage the team. Run free, new manager! Go lead your team!

But there was a problem, and it was a big one. My training lacked one critical component: how to actually manage people.

If you’re a manager, my experience probably rings true for you as well. Most new managers don’t receive adequate training when they move into their new roles. A study by CEB shows 60% of managers under-perform their first two years, resulting in increased performance gaps and employee turnover.

Beside wishing I had been provided training on how to manage people, I wish I had known what my #1 priority should have been as a new manager: building trust. If you have your team’s trust, you open the doors to all kinds of possibilities. Without it, you’re dead in the water.

But how do you actually go about building trust? Most people think it “just happens,” like some sort of relational osmosis. That’s not the case. It’s built through the use of specific behaviors that demonstrate your own trustworthiness as a leader. You are a trustworthy leader when you are:

Able—Being Able is about demonstrating competence. One way leaders demonstrate their competence is having the expertise needed to do their jobs. Expertise comes from possessing the right skills, education, or credentials that establish credibility with others. Leaders also demonstrate their competence through achieving results. Consistently achieving goals and having a track record of success builds trust with others and inspires confidence in your ability. Able leaders are also skilled at facilitating work getting done in the organization. They develop credible project plans, systems, and processes that help team members accomplish their goals.

Believable—A Believable leader acts with integrity. Dealing with people in an honest fashion by keeping promises, not lying or stretching the truth, and not gossiping are ways to demonstrate integrity. Believable leaders also have a clear set of values that have been articulated to their direct reports and they behave consistently with those values—they walk the talk. Finally, treating people fairly and equitably are key components to being a believable leader. Being fair doesn’t necessarily mean treating people the same in all circumstances, but it does mean that people are treated appropriately and justly based on their own unique situation.

ConnectedConnected leaders show care and concern for people, which builds trust and helps to create an engaging work environment. Leaders create a sense of connectedness by openly sharing information about themselves and the organization and trusting employees to use that information responsibly. Leaders also build trust by having a “people first” mentality and building rapport with those they lead. Taking an interest in people as individuals and not just as nameless workers shows that leaders value and respect their team members. Recognition is a vital component of being a connected leader, and praising and rewarding the contributions of people and their work builds trust and goodwill.

Dependable—Being Dependable and maintaining reliability is the fourth element of trust. One of the quickest ways to erode trust is by not following through on commitments. Conversely, leaders who do what they say they’re going to do earn a reputation as being consistent and trustworthy. Maintaining reliability requires leaders to be organized in such a way that they are able to follow through on commitments, be on time for appointments and meetings, and get back to people in a timely fashion. Dependable leaders also hold themselves and others accountable for following through on commitments and taking responsibility for the outcomes of their work.

Building trust is the first priority of new managers but it isn’t the only one. Managing takes place through conversations, minute by minute as the dialogue unfolds. As a new leader I wish I had learned the critical skills a first-time manager needs to master. I wish I had known how to have conversations with purpose and direction. I wish I had known how to set goals, give praise or redirection, or wrap up conversations in a way that reinforced clarity and commitment to action (all skills, by the way, addressed in our newly released First-Time Manager training program…where was that 25 years ago when I needed it?!).

Becoming a manager for the first time is a significant career milestone. It is both exciting and nerve-wracking stepping into a role where you are now responsible for others and not just yourself. If that’s you, a new manager, remember the number one priority: building trust. That’s the foundation upon which all your other managerial skills and abilities rest.

I originally published this post on LeaderChat and thought the Leading with Trust audience would enjoy it as well.

The Top Thing I Wished I’d Known When I Became a Manager

 I remember the first time I became a manager, close to 25 years ago. I had established myself as one of the top performers in a team of about a dozen people and was promoted into a supervisory position. Literally overnight I moved from being a peer with the rest of my team members to now being “the boss.”

My training consisted of being briefed on the administrative aspects of my new role, like managing work schedules, processing forms, and managing team member workloads.

Being trained up, I was released into the wild to manage the team. Run free, new manager! Go lead your team!

But there was a problem, and it was a big one. My training lacked one critical component: how to actually manage people.

If you’re a manager, my experience probably rings true for you as well. Most new managers don’t receive adequate training when they move into their new roles. A study by CEB shows 60% of managers under-perform their first two years, resulting in increased performance gaps and employee turnover.

Beside wishing I had been provided training on how to manage people, I wish I had known what my #1 priority should have been as a new manager: building trust. If you have your team’s trust, you open the doors to all kinds of possibilities. Without it, you’re dead in the water.

But how do you actually go about building trust? Most people think it “just happens,” like some sort of relational osmosis. That’s not the case. It’s built through the use of specific behaviors that demonstrate your own trustworthiness as a leader. You are a trustworthy leader when you are:

Able—Being Able is about demonstrating competence. One way leaders demonstrate their competence is having the expertise needed to do their jobs. Expertise comes from possessing the right skills, education, or credentials that establish credibility with others. Leaders also demonstrate their competence through achieving results. Consistently achieving goals and having a track record of success builds trust with others and inspires confidence in your ability. Able leaders are also skilled at facilitating work getting done in the organization. They develop credible project plans, systems, and processes that help team members accomplish their goals.

Believable—A Believable leader acts with integrity. Dealing with people in an honest fashion by keeping promises, not lying or stretching the truth, and not gossiping are ways to demonstrate integrity. Believable leaders also have a clear set of values that have been articulated to their direct reports and they behave consistently with those values—they walk the talk. Finally, treating people fairly and equitably are key components to being a believable leader. Being fair doesn’t necessarily mean treating people the same in all circumstances, but it does mean that people are treated appropriately and justly based on their own unique situation.

Connected—Connected leaders show care and concern for people, which builds trust and helps to create an engaging work environment. Leaders create a sense of connectedness by openly sharing information about themselves and the organization and trusting employees to use that information responsibly. Leaders also build trust by having a “people first” mentality and building rapport with those they lead. Taking an interest in people as individuals and not just as nameless workers shows that leaders value and respect their team members. Recognition is a vital component of being a connected leader, and praising and rewarding the contributions of people and their work builds trust and goodwill.

Dependable—Being Dependable and maintaining reliability is the fourth element of trust. One of the quickest ways to erode trust is by not following through on commitments. Conversely, leaders who do what they say they’re going to do earn a reputation as being consistent and trustworthy. Maintaining reliability requires leaders to be organized in such a way that they are able to follow through on commitments, be on time for appointments and meetings, and get back to people in a timely fashion. Dependable leaders also hold themselves and others accountable for following through on commitments and taking responsibility for the outcomes of their work.

Building trust is the first priority of new managers but it isn’t the only one. Managing takes place through conversations, minute by minute as the dialogue unfolds. As a new leader I wish I had learned the critical skills a first-time manager needs to master. I wish I had known how to have conversations with purpose and direction. I wish I had known how to set goals, give praise or redirection, or wrap up conversations in a way that reinforced clarity and commitment to action (all skills, by the way, addressed in our newly released First-Time Manager training program…where was that 25 years ago when I needed it?!).

Becoming a manager for the first time is a significant career milestone. It is both exciting and nerve-wracking stepping into a role where you are now responsible for others and not just yourself. If that’s you, a new manager, remember the number one priority: building trust. That’s the foundation upon which all your other managerial skills and abilities rest.

I published this article on LeaderChat.org this past Thursday and thought the Leading with Trust audience would enjoy it as well.

Your First 5 Steps When Leading a New Team

Working_TogetherStepping in to lead a new team can be an exciting time for a leader. You probably have grand ideas of all the things you’re going to change to take the team’s performance to the next level. You’re looking forward to making an impact and demonstrating to everyone that you’re the right person for the job.

But you also need to be careful when stepping in to lead a new team. Your first few moves sets the tone for your leadership – positive or negative – so it’s important you go into this venture with a clear and focused plan of action. Every leader has a honeymoon period with his/her new team and you want to be sure to capitalize on this opportunity.

Here are five critical steps you should take when leading a new team:

1. Meet with your boss to get clear on your own goals – First and foremost you need to be clear on your own performance goals. Some organizations and leaders do a better job than others in setting goals, but regardless of the cultural norms of your organization, take it upon yourself to drive the goal setting process with your boss. At the end of the day your performance will be evaluated against those goals so you’ll want to make sure you and your boss are in alignment.

2. Schedule and conduct 1on1’s with all of your team members – Your primary goal when taking over leadership of a team is to build trust with your team members, and the only way that’s possible is by investing time in developing the relationship. Hold 1on1 meetings with each team member and make it your focus to build the relationship. Get to know them personally and understand their goals, dreams, and frustrations. Enter these conversations with the spirit of a learner. Don’t use this time as an opportunity to impress others with your brilliance. That will backfire and you’ll come off as arrogant and bossy. Listen, learn, solicit input, get the lay of the land, and simply get to know people.

3. Diagnose your team’s stage of development and use the appropriate leadership style – Teams go through natural stages of development and each stage requires the leader to use a different leadership style. When teams are just forming, morale is generally high but productivity is low because the team hasn’t accomplished much. At this stage the leader needs to provide high direction such as setting goals, establishing processes, and getting people up to speed on their respective tasks. As the team starts to mature they often experience growing pains. Morale may suffer and productivity may fluctuate. At this stage leaders have to keep providing high direction to develop the team’s productivity but also dial-up the emotional support to help the team address their morale issues. Things will start to smooth out for teams in the next stage of development and leaders can dial down their directive behaviors because the team knows what to do, but the leader still needs to provide high support so the team continues to improve internal relationships to work cohesively as a group. Eventually teams can reach the stage where they are firing on all cylinders in regards to both their tasks and their relationships. At this stage leaders are focused on helping the team consider new challenges or removing roadblocks to help them continue their great performance.

4. Review or create a team charter – A team charter is a set of agreements the team develops that outline why the team exists, what its goals are, and how team members will work together to live out their purpose. If your team already has a defined charter, this is a good time to review it and see if it still accurately captures the purpose and goals of the team. If your team doesn’t have a charter, schedule sufficient time to work through these elements. Developing a team charter isn’t touchy-feely team building nonsense; it’s important work that sets the foundation for how your team will operate moving forward.

5. Build a climate of trust – As I mentioned earlier, the number one priority for you when stepping in as a new leader is to build trust with your team. If you don’t establish trust, your team will constantly be working against you. Once a climate of trust is established, you will be able to implement new ideas and move the team to higher levels of performance. Focus on demonstrating the ABCD’s of trust and the team will follow your lead.

You only get once chance to make a first impression with your team. Make sure you approach this opportunity with a clear plan of action. Getting clear on your own goals, developing relationships with team members, using the right leadership styles for your team’s stage of development, having a clear charter to guide your team’s activities, and fostering a climate of trust will get you started on the right foot.

Feel free to leave a comment with your own suggestions for leaders stepping in to lead a new team.

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