Now, more than ever, leaders need to decisively and powerfully nurture trust in the workplace. Although much of what it takes to build trust is common sense, it’s not always common practice. In this short video, I share 10 practical ways leaders can immediately build trust with their teams and organizations.
For leaders, trust is a must. It’s the critical foundation for creating an environment where your team members can flourish, be engaged, and exercise their creativity and innovation to achieve their goals and those of the organization. Trust is the connective tissue in relationships and organizations, and it allows us to collaborate and achieve more together than we would independently.
But trust is under attack. Nearly everyday we hear or see reports of prominent leaders who have been caught in a scandal, violated the law, or broken trust with their followers in some form or fashion. Whether it’s intentionally or unintentionally, we act in ways that cause others to doubt our trustworthiness. We are our own worst enemy when it comes to undermining trust in our leadership.
What are the ways we undermine trust? Well, there are several, but five stand out above the others. These five ways have the power to destroy trust on multiple fronts. They can erode trust slowly over a long period of time, to where one day you wake up and realize the trust you thought you had in a relationship has disappeared. On the other hand, these enemies of trust can also destroy a relationship in one fatal blow, like a sledgehammer crushing a cement block. You must be on guard to constantly protect and nurture the most prized possession of your leadership—trust.
Five Ways We Undermine Trust in Our Leadership
- Self-Orientation – Self-oriented leaders place a higher priority on their personal needs and desires above those of their followers. They’re in it for themselves. They are more concerned with how they look to their higher-ups than how they’re viewed by their team members. Charles Green, co-author of the book The Trusted Advisor, uses a formula to describe how trust is built. His “trust equation” is Trustworthiness = (Credibility + Reliability + Intimacy) ÷ Self-Orientation. The more self-oriented (aka, selfish) you are, the greater you reduce the amount of trust you build with others. Self-oriented leaders are more focused on “me” than “we.”
- Control – Most people think distrust or mistrust is the opposite of trust. That’s not correct. The opposite of trust is control. That’s because trust requires risk, and you must give up a degree of control when you accept the risk of extending trust to someone. For trust to be established, someone must first extend trust, and it’s the leader’s responsibility to go first. Leaders who refuse to accept the risk of trusting others are forced to rely on controlling behaviors like micromanaging, not sharing information, or performing all the work themselves.
- Isolation – There are a few ways we let isolation undermine trust in our leadership. One is when leaders isolate themselves from others, either intentionally or unintentionally. Unintentional isolation happens when leaders move higher up in the organization and have less contact with their team members, become focused on other priorities, or simply get distracted with busyness to the neglect of connecting with team members. Another way isolation erodes trust is when leaders “freeze out” or intentionally ignore a team member. People trust leaders who establish a personal connection with them. They want to know their leader cares about them and their well-being. Distrust is born in the absence of connection, and isolation has a way of feeding upon itself and creating more distance in the relationship.
- Unreliability – Perhaps the most common way we undermine trust, unreliability slowly chips away at trust every time a leader fails to meet a commitment. Leaders are expected to be role models of accountability, and when they don’t keep their own commitments, it sends a message to the entire team that it’s OK for them to do the same. Unreliability is also a silent killer of trust. Most people are forgiving when small, inconsequential commitments are dropped. Being a few minutes late for a meeting, a slow response to an email, or canceling a meeting at the last minute are common examples of everyday behaviors that demonstrate unreliability. A few, infrequent occurrences of those behaviors don’t have much impact on trust, but when they happen often enough that the leader develops a reputation of being unreliable, a trust gap has developed that can be difficult to overcome.
- Dishonesty – Being dishonest is the cardinal sin of trustworthy leadership. Above all, trustworthy leaders are honest and act with integrity. That means keeping your promises, not gossiping, and telling the truth. Trustworthy leaders not only tell the truth, but they’re honest without spinning the truth. Spinning the truth is really mis-characterizing the facts of a situation in order to make yourself or the organization look good or attempting to influence people to interpret the truth in the way you want them to. Many people view integrity as the heart of trust, and if leaders are not honest, they have virtually no chance to win the trust of their followers.
When leaders are trusted by their followers, anything is possible. Research has consistently shown that high trust leaders have teams that are more productive, innovative, and have higher levels of engagement. The best way to build trust is to avoid breaking it in the first place, and to do that we have to quit sabotaging ourselves by acting in ways that undermine trust.
Perception is reality.
All metaphysical or existential debate aside, the way people perceive you at work greatly influences the reality you’ll experience. Call it your brand, reputation, or image, the perception people have of you is the net result of what you say, how you act, and the way your presence makes people feel. That’s why self-awareness—understanding how your behaviors impact those around you—is so critical to your success.
One behavioral area that can be hard to self-regulate is humility.
Humility is an admirable and honorable trait. I respect people who are able to keep their ego in check, recognize they aren’t the smartest in the room, and give space for others to shine and unleash their own brilliance. However, in an effort to not come across as being egotistical, it’s easy to overcompensate and fall prey to false humility. When that happens, you can do yourself more harm than good.
So, what is false humility? Well, first, let’s define humility. Humility is the state or condition of being humble. It’s having a modest opinion of yourself and your own importance. Being humble is not believing you are inferior to others. Humble people fully appreciate their own gifts and talents, but don’t esteem themselves above others.
False humility, on the other hand, is pridefulness in disguise. We practice false humility when we intentionally devalue ourselves or our contributions in an attempt to appear humble. Examples of false humility include deflecting praise we truly deserve, fishing for compliments to draw attention to ourselves, “humble-bragging” (talking about how humble we are), falsely portraying helplessness or a lack of power, and self-deprecating humor. As Dr. Aqualus Gordon discusses in this article for Psychology Today, false humility can be the manifestation of an inferiority complex.
The popular understanding of an inferiority complex is a person who believes he/she is inferior to other people. It’s a form of self-loathing and causes people to view themselves and their contributions as “less than” other people. However, that’s only one side of the coin, according to Dr. Gordon. The flip-side of an inferiority complex, or false humility, is a real or perceived belief of superiority to others. Our false display of humility can be a socially acceptable way to express our ego in an indirect manner. Ironically, in an effort to come across as being humble, we actually draw attention to ourselves through false humility which is anything but being humble!
So how do we combat false humility? I’ve found these four strategies to be helpful:
- Have an attitude of gratitude—Being grateful reminds me of how fortunate I am in the big scheme of life. It helps me to be thankful for all the people who have contributed to my success and reminds me that I’ve received an awful lot of help along the way.
- Hold power and position lightly—Positions, power, and titles come and go. You are guaranteed to be disappointed if your self-worth is defined by your title or position. Hold these things loosely while you have them, use them for doing good, but don’t trust in them to bring you lasting fulfillment and significance.
- Accept praise graciously and authentically—I have to work hard at not using self-deprecating humor to deflect praise. “Even a blind squirrel finds a nut once in a while” is one of my reliable standby’s. Instead, I have to remind myself to simply say “Thank you, I appreciate the recognition.” Being humble doesn’t mean devaluing your accomplishments.
- Focus on serving others—When you are busy serving others you don’t have time to think about yourself. Instead of worrying about what others think of your accomplishments, focus on doing good for others and the proper recognition will come your way in due time.
We live in a world that says it values humility, yet in order to get ahead, it seems you have to engage in constant self-promotion. Don’t fall prey to false humility as a way to balance these competing demands. Instead of focusing on yourself, focus on serving others. As the old saying goes, humility is not thinking less of yourself, it’s thinking about yourself less.
When conducting training classes to teach people how to become more trustworthy and build trust in their relationships, I often have to address some common myths. There are commonly held beliefs about trust that aren’t quite as true as people believe.
Here are eight common myths about trust and my thoughts about the truth behind these misconceptions.
Myth #1: Trust takes a long time to build — You’ve probably heard this said before or maybe even said it yourself. Sorry to burst your bubble, but it’s not altogether true. Yes, there are instances where trust can take a long time to build, such as relationships that have infrequent interactions or where one or both of the parties are trust-averse and uncooperative with each other, but in many cases trust is established quickly. When you walk in a doctor’s office and see diplomas on the wall from Harvard Medical School and John’s Hopkins, you have an immediate sense of trust based on the doctor’s expertise. The same is true for many professions where the individual’s expertise engenders immediate trust. A person’s reputation for being trustworthy also carries great influence when starting new relationships. Trust can be built very quickly.
Myth #2: Trust is lost in a second — This is the companion to myth #1. In relationships where a strong bond of trust has been formed, a single instance of violating trust rarely destroys the whole relationship. In fact, a high-level of trust in a relationship leads to the parties assuming best intentions about each other, so when a breach of trust occurs, the offending party is often given the benefit of the doubt. Instead of losing trust in a second, trust is more frequently lost when it’s broken repeatedly over a period of time. One party keeps making withdrawals from the trust account of the other party until eventually they start bouncing checks.
Myth #3: Trust is fragile — Because people believe the previous myth about it only taking a second to break someone’s trust, they assume that trust must be fragile. Wrong. Trust, true trust that has stood the test of time, is extremely resilient. Consider the most trustworthy relationships you’ve seen or experienced in life. They are probably ones that have endured their fair share of trust-busters, and yet because of the high level of trust between the parties, they addressed the challenging situations and moved beyond them in ways that continued to sustain and reinforce the trust between them.
Myth #4: Trust is soft — One of the most common myths I encounter, particularly from senior leaders, is that trust is a “soft” interpersonal issue. You know what I mean, the group hug, hold hands, and sing kumbaya kind of soft. Well, trust is anything but soft. Trust has hard, bottom-line impacts to people and organizations. Research has shown that high trust companies consistently outperform low trust ones. High levels of trust enables innovation, creativity, productivity, collaboration, and lower turnover, all of which directly impact an organization’s bottom-line.
Myth #5: Trust “just happens” — People assume trust just happens naturally, like some sort of relationship osmosis. The truth is trust is built through the use of very specific behaviors that can be taught, learned, and practiced. If you’re leaving the building of trust to chance, well, chances are you’re not going to be successful. Learn the specific elements of trust and how you can use their associated behaviors to become more trustworthy and develop high-trust relationships.
Myth #6: Distrust is the opposite of trust — On the surface this seems to make sense, right? If we have a spectrum with trust on one side, then distrust must be on the other. Actually, the opposite of trust is control. Control? Yes, control. See, when you don’t trust someone you try to maintain control. Staying in control means less risk, and risk is required when trusting someone. Without risk there is no need for trust and trust requires that you give up control to one degree or another.
Myth #7: Trust is all about integrity — Integrity is one of the four core elements of trust and most people identify it as being the most important when it comes to building trust. However, integrity is just one of the building blocks of trust. Another is competence. People who have expertise, a proven track record, and are effective at what they do inspire trust. A third element of trust is connectedness, showing care and concern for others by building rapport, communicating effectively, and demonstrating benevolence. Finally, the fourth element of trust is dependability. You build trust when you are reliable, accountable, and responsive in your actions.
Myth #8: Trust is all or nothing; you either have it or you don’t — Trust is not a one size fits all proposition. There can be different levels of trust in relationships based on the nature of the relationship and context of the situation. For example, you may have a high level of trust in your plumber to fix plumbing issues in your house, but you wouldn’t trust him to repair your automobile because it’s not his area of expertise. Or, you may have someone in whom you confide your deepest feelings to because they have earned your trust as a close confidant, but their history of being habitually late causes you to not trust them to arrive on time for an appointment.
Many times we accept myths as truths because on the surface they seem pretty reasonable. That’s the case with these myths about trust. But when you dig a little deeper, you begin to see that trust is not quite as simple as we make it out to be. It’s actually quite complex and multi-dimensional.
I’m interested in your experience. What are other myths about trust you’ve encountered? Please take the time to share by leaving a comment.
Habits…we all have them, don’t we? Some are good for us and help us live healthier and happier lives. Others aren’t so good and they cause us pain, guilt, and turmoil. Hopefully the good outweigh the bad.
As the definition above illustrates, habits are something that can be learned, and that’s important when it comes to being a trustworthy leader. Most people assume trust “just happens,” but that’s false. Trust is built through the use of very specific behaviors that anyone can learn and master over time. Trustworthiness can, and should, become a habit.
First we make our habits, and then our habits make us.
My fellow trust activist, John Blakey, has recently published The Trusted Executive—Nine leadership habits that inspire results, relationships, and reputation. His book is a road-map that can help anyone develop the habit of trustworthiness. Built around the three pillars of trust—ability, integrity, and benevolence—John outlines nine habits of trustworthiness.
The Habits of Ability
- Choosing to deliver—People trust you when you have a track record of success. That means you follow through on your commitments and deliver results. Be sure you only make commitments you can keep and be careful of using the “P” word—promise. If you promise to do something, make sure you do it. Breaking a promise is one of the quickest ways to erode people’s trust.
- Choosing to coach—The number one priority of a sports coach is to help players maximize their abilities and achieve success. When leaders develop the habit of acting like a coach they put the needs of their people ahead of their own. Your job as a leader is plain and simple—help your people succeed.
- Choosing to be consistent—Predictable and consistent behavior is essential for being a trustworthy leader. Your people trust you when they can rely on you to act, and react, in a consistent manner. Wild swings of behavior lead people to be on edge and behaving inconsistently will cause your people to hold back on giving you their all because they aren’t sure how you’ll react when they encounter difficulties.
The Habits of Integrity
- Choosing the be honest—Honesty is the foundation of integrity. It means you tell the truth, admit mistakes, and make ethical decisions. If people can’t trust your word they find it hard to trust anything else about you.
- Choosing to be open—Trustworthy leaders share information in an open and transparent fashion. They keep their team members informed so they can make responsible decisions because without information people are shooting in the dark.
- Choosing to be humble—Trustworthy leaders are humble leaders. Humbleness doesn’t mean meekness; humbleness is strength under control. Leading with humility means you consider the needs of your people more important than your own.
The Habits of Benevolence
- Choosing to evangelize—Blakey advocates that leaders need to be evangelists who spread the good news of all the great things happening in their organizations. Bad news travels like wildfire and trustworthy leaders keep their people focused on the vision and goals of the organization.
- Choosing to be brave—Leadership is not for the faint of heart. Leaders have to make tough decisions, often in uncertain conditions with sparse information. Trustworthy leaders demonstrate bravery by making decisions in alignment with their values and those of the organization.
- Choosing to be kind—Kindness should not be underestimated when it comes to building trust. Extending common courtesies, praising and recognizing team members, and building personal rapport are all ways leaders demonstrate kindness.
Leaders don’t become trustworthy by accident. They learn the behaviors of trust and practice them over a period of time to the point where they become habits. Developing these nine habits will help you become the kind of leader your people not only desire but deserve.
There is only one place where people don’t have any problems—the cemetery. Dead people don’t have any problems, but for people like you and me, we’ve got problems! The question is, do we have ethics? Do we have the moral principles or values in place to guide our decisions when faced with ethical dilemmas or difficult situations?
One of my favorite books is The Power of Ethical Management, written by Ken Blanchard and Norman Vincent Peale. In their book, Blanchard and Peale discuss the five principles of ethical decision-making which they call the “Five P’s of Ethical Power.” I find myself returning to these principles time and again when faced with challenging decisions. Hopefully they can be as helpful to you as they have been for me.
Purpose—Your purpose is the road you choose to travel, the meaning and direction of your life. It’s the driving force of why you do what you do. For some it may be rooted in their spiritual faith. Others may find their purpose is something they feel called to do, such as serving those in need, raising responsible children, or leaving the world a better place than they found it. Aligning the activities of your life according to your purpose gives you a clear sense of direction, so when you’re faced with challenging circumstances or difficult decisions, you’re able to filter those occasions through the lens of your purpose and make choices that keep you on track.
Pride—Unlike false pride, which stems from a distorted sense of self-importance that causes people to believe and act like they are better than others, a healthy sense of pride springs from a positive self-image and confidence in one’s abilities. A proper sense of pride mixed with a good dose of humility is the balance you’re seeking. Being driven by false pride causes you to seek the approval and acceptance of others which can overly influence you to take the easy way out when faced with a tough situation.
Patience—Patience is in short supply in our culture. We live in a hyper-connected, instantaneous world where virtually anything we want is just a click away. Blanchard and Peale describe patience as having a faith and belief that things will work out well, as long as we stick to our values and principles. Giving in to instant gratification is one of the biggest temptations we face and it causes us to make decisions that aren’t in alignment with our purpose and values. Enduring the struggles and challenges life throws our way helps develop the strength of our character. Much like prematurely opening a caterpillar cocoon leads to a weakened and under-developed butterfly, choosing the path of expediency leaves us with an under-developed character and weakens our ethical power.
Persistence—This component of ethical power is about staying the course and remaining true to your purpose and values. Persistence is about commitment, not interest. When you have interest in something, you do it when it’s convenient. When you’re committed, you do it no matter what! One of my favorite “Yoda-isms” from the Star Wars movies is “Do or do not. There is no try.” When it comes to making ethical decisions, there is never a right time to do the wrong thing. Persistence keeps us on the straight and narrow path.
Perspective—All the other elements of ethical power emanate from the core of perspective. Perspective is about having the big picture view of situations and understanding what’s truly important. Too often we make snap decisions in the heat of the moment and neglect to step back and examine the situation from a bigger perspective. Maintaining the proper perspective is also about paying attention to our inner-self and not just our task-oriented outer-self. Taking the time to enter each day with prayer, meditation, exercise, or solitude helps foster self-reflection which is needed to help us maintain the right perspective about life.
Many people believe there is a huge gray area between right and wrong and they use that as rationale to operate by situational ethics. What’s right in this situation may be wrong in the next. I don’t agree. I believe in most cases we can distinguish between right and wrong if we take the time to examine the situation and rely upon our ethical power.
So I ask you: Got ethics? Share your feedback or questions by leaving a comment.
It’s my pleasure to host the June 2016 edition of the Leadership Development Carnival. This month’s collection of articles is a treasure trove of wisdom from many of the world’s premier leadership, management, and coaching thought leaders and practitioners. Enjoy!
Do Your Motivations Undermine Your Ability to Lead? by MarySchaefer — Certain leaders are disconnected from the motivations of the human beings who happen to be employees. Successful leaders are aware that when you make decisions that affect their lives, employees need to know you understand what keeps them engaged, or you risk compromising their trust.
The Power of Almost Perfect Practice by Jennifer V. Miller — Jennifer’s preteen daughter is learning to play the trumpet and that’s providing opportunity for how to encourage someone who’s learning a new skill. Read Jennifer’s thoughts on how to catch someone doing something (almost) right.
May The Force Be With You: An InPower Guide to Real Superpowers by Dana Theus — The reason media superheroes are so popular is because we all yearn to unlock our secret inner talents, the ones we instinctively know we have by virtue of being human. For most of us, navigating the trials and tribulations of a day at the office, a light saber seems like overkill. But the ability to steer someone’s thinking or read their true intent? Now that would come in handy!
Feel Unappreciated? Improve Your Working Relationships by Joel Garfinkle — I just don’t get it! I know I’m doing good work, but nobody seems to notice. I put in the hours, I bring in the clients, I get the job done. If you feel unappreciated, apply these three action steps to improve your working relationships.
Bubbily Boo’ by Bill Treasurer — While on an epic vacation to Spain a few summers ago, Bill learned a valuable leadership lesson from his kids.It was the first time he realized that Dad Dad and Business Dad were two different people.
Tactical To-Dos for First-Time Leaders by Jon Mertz — Given the opportunity, how would you help someone prepare for their first leadership position? Jon Mertz shares five slices of advice to provide a solid foundation for anyone walking into a new leadership role.
Why You Need to Learn to Coach People by Mary Jo Asmus — There are lots of things that are called coaching, but aren’t. Real coaching uses a special type of two-way conversation that can help leaders to help others. This article describes what coaching isn’t and why it’s important for leaders to (really) coach others.
Give ‘Em Some Space (for Possibilities) by Julie Winkle Giuloni — There’s one thing that best-in-class coaches do that frequently goes unnoticed to the casual observer. It’s invisible but perhaps the most invaluable contribution a coach can make: Exceptional coaches hold the space for possibilities.
The Problem With Motivating People by David M. Dye — A recent audience member asked David: When it comes to motivating people, are the carrot and stick dead? David suggests that they’re not dead, but they rarely get you what you want.
Deliver on the Promise of Servant Leadership by Chris Edmonds — Two friends – in completely different industries – were excited to join a vibrant boss & company. Within months the bubble burst – their great boss left due to values conflicts and worse. How can we help leaders serve others – not themselves? This post explains how.
3 Practices to Protect Your People from Toxic Stress and Burnout by Michael Stallard — Burnout is on the rise in healthcare and is taking its toll on healthcare workers. Michael Lee Stallard explains steps that leaders can take to protect their people from toxic stress and burnout.
Leading Employees Who Struggle with Self Doubt by Art Petty — The biggest barrier to remarkable achievements in our workplaces is not a lack of resources or a shortage of great ideas. Rather, it is a distinct shortage of a very personal attribute: self-confidence. This article offers six ideas to help you strengthen your support of these individuals on your team.
6 Tips for Becoming a Compelling Conversationalist by Willy Steiner — Willy shares why a good conversation is like playing catch and 6 things that a great conversationalist will do to make the dialogue good for both sides.
Make Communication Personal To Establish Greater Connection by Paul LaRue — With all a of our electronic communication – emails, texts, and even social media – we still have opportunities to connect and build personal engagement.
Talent Management Strategy Lessons Learned from T-Ball by Mary Ila Ward — If you have ever had a son or daughter play t-ball there is only one word that can describe it…chaos. In this guest post from Dave, Mary’s husband, he shares that a couple of weeks into the season he realized he would be utilizing many of the management skills he uses at work.
Managers and Musicians: Leading by Being Present by Marcella Bremer — Marcella says, “I attended a music workshop that helps leaders discover the ‘note you cannot hear’. What stood out for me is that action speaks louder than words, or better phrased: presence speaks louder than words.” Check out Marcella’s article to learn more.
Everybody Matters: The Extraordinary Power of Caring for Your People Like Family by Paula Kiger — This post is a review of the book by the same title. The book encourages leaders (as well as employees throughout all layers of corporate hierarchy) to recognize and nurture “the power of everybody.”
Acting Without Theory Often Results in Wasted Effort by John Hunter — If you don’t understand why you take action you will find yourself wasting effort. You must have a theory that you can test in order to test what is working and what changes actually lead to improvement and learning.
Turn Relentless Focus into Attentiveness by Jill Malleck — As leaders take on more responsibility they sometimes become adept at compartmentalizing to avoid distraction. This relentless focus may be seen by others as rigidity or disinterest. Here’s how to ensure an ability to focus remains a strength.
Developing Your Own Management Career Plan by Lexie Martin — Lexie says, “Proactively motivating and managing yourself, including your career development, is part of your responsibility as a manager.” This easy-to-follow guide provides simple steps to help you take control of your development, from identifying where you what to head as a leader to planning the actions you need to take to get there.
It’s Time to Take a Stand for a #TrueLeaderCreed by Jesse Lyn Stoner — Jesse’s post features the True Leader Creed, created by by Aspen Baker, Eileen McDargh, and Charlotte Ashlock as a vehicle to take a stand for positive leadership. Read the post and sign the creed!
Are You Giving The Right Message With Your Leadership? by Tanveer Naseer — When it comes to praise, it’s not just how often leaders give it, but also what kind. Discover how this difference can help to empower your employees.
Creativity’s Role in High-Performance Organizations by Neal Burgis — Being creative helps high-performance organizations stay ahead of the competition by doing things differently and they do it better. Most organizations don’t realize how to thrive, but here are some ways they can move forward.
What to Do (and Not to Do!) to Get Your Presentation Off on the Right Foot by David Grossman — It’s not uncommon to hear leaders say they need to tell a joke to get the audience’s attention, but what many don’t know is it’s not a helpful strategy for the majority of us. It’s risky. Read on to get proven tips to ensure your presentation gets off to a strong start.
That was the response Jack Dashwood, a local high school baseball player, gave to a reporter when asked why he honored his verbal commitment to play baseball at U.C. Santa Barbara (the first school to offer him a scholarship) and turned down more prestigious offers to play at larger schools.
“I was flattered other schools wanted me, but education is first. I wanted to play for a U.C. school. I was determined to honor my word, prove I was trustworthy. So I signed my letter of intent.”
I was struck by the mature response of this high school senior. In the world of competitive high school sports where exceptional athletes compete for coveted college scholarships (that hopefully lead to lucrative professional opportunities), it’s far too common to see recruits renege on verbal commitments and jump ship to the latest and biggest program that will guarantee them a quicker or surer path to success.
Dashwwod’s example provides three simple, yet powerful, lessons that many adults would be lucky to learn:
1. A commitment is a commitment—It doesn’t matter if it’s a verbal agreement, a handshake, or a written contract—a commitment is a commitment. If you make, you should be prepared to honor it. One area about commitments that has tripped me up, and perhaps you’ve experienced the same thing, is implied commitments stemming from unclear expectations. I’ve made comments to colleagues or team members to the effect of “Let me think about that,” or “I need some time to process that idea.” To me those are vague, non-committal statements, but others have interpreted them as meaning that I’m agreeing the ball is now in my court and I’m on the hook for the next action. I’m learning the value of leaving meetings and conversations with clear expectations about who owns what about any next steps.
2. Dependability is the foundation of trustworthiness—Dashwood nailed this on the head. Dependability is at the root of what it means to be trustworthy. Trustworthy people keep their commitments. If they agree to do something, they do it. If challenges crop up that will prevent you from delivering on your commitment, then communicate early and often with the people involved to discuss the ramifications. DWYSYWD—do what you say you will do—that’s the heart of dependability.
3. Have a plan to follow-through—I truly believe that most people intend to follow-through on their commitments. However, I think a lot of us don’t have an effective plan to do so. We neglect to factor in the time or cost of what it will take to deliver on our commitments, and so we get over-committed and overwhelmed, neither of which is conducive to helping us fulfill our promises. Oh…I said the “P” word. Above all, be careful with the P word. The word promise carries a tremendous amount of power. Don’t say you promise unless you absolutely, unequivocally, know you can deliver. Set reasonable expectations for when you can deliver on your commitment and make sure you factor in the time and cost to do so.
How about you? Is your word as good as a handshake?
We live in an instant gratification society. One-click purchases, overnight or same-day delivery, self-checkout lines at the grocery store, microwave ovens, and real-time global communications in a 24/7 world—whatever we want, when we want, and how we want it.
When I conduct training sessions on building trust I often get questions from participants along the lines of “How can I build trust quickly with someone?” The questioner is often a time-crunched manager struggling with a low-trust relationship and is looking for a quick and easy solution to his “trust issue.” Trust is a multi-dimensional construct that doesn’t fit easily into our desire for quick and easy solutions. It’s a relational dynamic that is constantly ebbing and flowing with each trust-building or trust-eroding behavior or situation we experience. However, there are key behaviors a person can use to turbocharge the development of trust in relationships. Here are five important ones to consider:
1. Admit Mistakes — It’s inevitable; we all make mistakes. The key to building or maintaining trust is how you handle the situation. If you make excuses, try to shift the blame, cover it up or pretend it didn’t happen, the trust others have in you will plummet. If you readily admit the mistake, stand up and take responsibility for your actions in a sincere and humble way, trust in you will sky-rocket. People yearn for authentic connections in relationships, and in order for that to happen there has to be a level of vulnerability. Admitting mistakes is one of the most effective ways to demonstrate vulnerability, and as a result, the development of trust.
2. Follow-through on Commitments — I believe that most people genuinely intend to honor their commitments. The problem is we often lack a plan for doing so. We over-commit ourselves or fail to sufficiently plan our course of action and end up dropping the ball. Few things erode trust more than not delivering on a commitment. If you want to build or sustain trust, make sure you do what you say you’re going to do. If something looks like it’s going to get in the way of you being able to deliver on your commitment, speak up early and reset expectations. Negotiate new deadlines or seek additional resources to meet the original commitment, and most of all, don’t use the “P” word (Promise), unless you absolutely know you can deliver on your promise.
3. Be Nice and Helpful — People want to do business with those they like and trust, and it’s amazing how much trust you can build by simply being nice and helpful to others. You learned the basics from your parents and it’s still true…say “please” and “thank you.” Look for ways to make your colleague’s job easier, and even more so, make it easy for others to work with you. Smile, laugh, and extend simple courtesies to others; it really does work in building trust.
4. Be Interested in Others — People don’t care how much you know until they know how much you care. You may be extremely competent at what you do, but if you don’t take a personal interest in the welfare of others, people will withhold a measure of trust from you. You don’t have to be an extroverted social butterfly to be a “people person.” It only takes a little effort to build rapport. Ask people how their weekend went, inquire about their kids, learn their hobbies, and take a genuine interest in them as individuals, not just as co-workers doing a job. When you start to do that, and do it genuinely and authentically, trust will blossom.
5. Walk the Talk — Acting with integrity is the foundation of being a trustworthy person. The word “integrity” comes from the Latin word integritas, meaning soundness, wholeness, or blamelessness.” When we say a bridge or building has structural integrity, we mean it’s sound, sturdy, and stable. So it is with a person of integrity. That person is steady and consistent in his behavior. Being a person of integrity means being honest, treating people fairly and respectfully, and acting in alignment with honorable values. If you say one thing and then do another you will severely injure trust in your relationships. Gossiping, spinning the truth to your benefit, omitting facts, or taking credit for the work of others are sure ways to diminish your integrity and the trust people have in you.
Sit down, buckle your seat belt, and consistently practice these five ways of relating to others and you’ll see the turbocharged development of trust in your relationships.
I recently stopped at Starbucks to get my morning jolt of caffeine on the way into the office. As I was sitting at my desk waiting for my computer to finish booting up (and wait, and wait, and wait….hey, I.T., I need a new computer!), I noticed a printed message on the side of the coffee cup. It read:
Our Barista Promise
Love your beverage or let us know. We’ll always make it right.
Now, I’m not sure how long Starbucks has been printing that message on their coffee cups. Frankly, I don’t often take the time to remove the heat shield (or whatever that protective sleeve is called that keeps us from getting 3rd degree burns on our hands) to read what’s on the cup. But for some reason on this particular day the message struck me.
The “P” word: Promise. That’s a heavy-duty word. And it shouldn’t be used lightly.
I learned a long time ago, first in parenting and then in leadership, to use the “P” word sparingly and only if I knew I could truly fulfill the commitment. Anyone who is a parent has probably encountered a time where you made a somewhat casual or flippant “promise”—“Sure, Johnny, I promise we’ll go to the beach next weekend”—only for it to not happen. What is the first thing the child says when you don’t deliver? “But you promised!”
As far as Starbucks goes, in my experience they keep their promise. If you don’t like your drink then they’ll remake it or make you a different one. My son’s girlfriend works at Starbucks and I hear the horror stories of how difficult some customers can be when they are holding the company to their promise.
So, what does this have to do with leadership? Well, it’s pretty simple: What is your leadership promise? What is it your people can expect from you or count on you to do no matter what?
Here are some possibilities I think would be good starting points:
My leadership promise to you…
- I will always listen to your viewpoint with an open mind.
- I will strive to be equitable and ethical in all of my decisions.
- I will never belittle or demean you.
- I will not hold you back from other job, promotion, or growth opportunities.
- I will be trustworthy.
- I will be honest.
- I will care about you as a person, beyond just an employee showing up to do a job.
- I will give you the direction and support you need to do good work.
- I will make time to talk with you on a regular basis.
Those examples may or may not ring true for you. The point is, you need to be clear on your leadership promise(s), because even if you aren’t, your team members have ascribed them to you based on your past behavior. You are setting yourself up to break trust with your followers if their perception of your leadership promise doesn’t align with your own.
When developing your leadership promise, consider the following:
- What are your non-negotiables as a leader? What values, responsibilities, or priorities will you never compromise?
- In what realms of your leadership are you willing to have people call you out if you don’t deliver?
- What is your comfort level in setting public expectations that you’ll need to live up to?
- What are your core values and how do those influence the way you show up as a leader?
So what is your leadership promise? There’s no right or wrong answer. We are all unique individuals with our own talents, abilities, strengths, and weaknesses, and our leadership promise is unique to each one of us as well.
What your leadership promise says is less important than actually identifying it, and once you know what it is, there is only one thing that remains—deliver on it.
Please leave a comment and let us know if you’ve ever considered your leadership promise. If so, what is it? How did you develop it? What advice would you give to others?
Last week I shared four ways to tell if you inspire freedom or fear in your team members. You can tell you’ve created a culture of freedom in your team if you see your people taking appropriate risks, speaking truth to power, readily admitting their mistakes, and sharing their heart with you.
What if your team doesn’t display those signs? Does that mean you’ve done something wrong? Not necessarily. In fact, you probably haven’t done anything wrong. The more likely scenario is you just haven’t devoted intentional effort to building the culture of your team. Now that you have an idea that things could be better, here’s a way to get started fostering freedom within your team to enable them to perform at their best.
1. Be trustworthy – The bedrock of any successful leader or team is trust. As Warren Bennis said, it’s the lubrication that makes organizations work. It’s the oil that keeps your team’s engine humming at its best, and without it, your team’s production will grind to a halt. A primary component of your leadership role is to model trustworthy behavior. It sets the tone for how you expect team members to treat each other. Building trust is a never-ending quest. It’s a journey, not a destination. For a primer on being a trustworthy leader, see The ABCDs of Leading with Trust.
2. Be open – To infuse your team atmosphere with a sense of freedom, it’s imperative that you lead with a philosophy of openness. You demonstrate openness by sharing information freely because you know people need information if they are going to act responsibly in their roles. Openness also means being forthright and genuine when you share information or interact with team members. You don’t spin the truth to manipulate the way team members interpret information, but you share the truth candidly and appropriately. Openness means your team members know there are no hidden agendas with you. What they see is what they get (you’re authentic).
3. Establish clear expectations – Fostering freedom within your team doesn’t mean “anything goes.” Freedom doesn’t mean a lack of responsibility or accountability. In fact, it means just the opposite. It means everyone is clear on the expectations for their role. It means they clearly understand what’s in their lane and what’s not. Freedom results because within the boundaries that have been established, team members have the full reign to operate according to their best judgment. If boundaries and expectations aren’t clear, it leads to people being hesitant to act, duplication of efforts, or even worse, someone dropping the ball because they assume the other person is supposed to be responsible. Clear expectations through the use of job descriptions, establishing key responsibility areas for positions, and setting SMART goals are all ways to clarify expectations.
4. Be receptive to others – You cultivate freedom in your team by actively seeking the input of others, truly listening to their ideas, and incorporating their feedback into your decisions and action plans for the team. This isn’t the same as being open, as I mentioned above. Think of openness as what you communicate out to the team, and think of receptivity as what you take in from the team. Team members want to be invested and display a sense of ownership if only leaders will give them the opportunity. Availability is a key aspect to being receptive, because you can’t be receptive if you’re in meetings eight hours a day and never available to connect with your team members. When they do bring ideas or input to you, listen non-judgmentally. Don’t instinctively look for all the holes in their ideas, but explore ways to make their ideas (or parts of them) work.
5. Don’t micromanage – You can excel at being the most trustworthy and open leader, set clear expectations and be receptive to the input of others, but if you micromanage your team to death, freedom will never gain a foothold. Micromanagement creates discouragement and resignation on the part of team members. It beats down the spirits of your people to the point where they “quit and stay” on the job. They’re physically present but not engaged in their work. They eventually develop the attitude of just doing the minimum amount of work acceptable and nothing more. If that’s the kind of team you want, then be my guest. Micromanage away! If it’s not the type of team you want, then avoid the temptation to over control. Your team will thank you for it.
Five ways to foster freedom in your team: be trustworthy, open, establish clear expectations, be receptive to others, and don’t micromanage. By no means an exhaustive list but a good start nonetheless. Practice these big five and you’ll be on your way to developing a high performing team.