Leading with Trust

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.)

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.

Building Rapport Shows Employees You Care – How to Get Started

rapportIf you’re a senior leader in your organization, chances are the vast majority of employees don’t view you as a real person.

Research by Nathan T. Washburn and Benjamin Galvin shows employee perceptions of senior leaders are governed by mental models they form through incidental interactions with the leader, such as emails, videos, speeches, or other impersonal means of communication.

So what should you make of that? First, it should make you question the level of trust people have in you. Second, you should know that without trust it’s virtually impossible to influence and inspire your team to follow your lead. And third, it should prompt you to consider ways to build a more personal relationship with those you lead.

But where to start? Start at the beginning. Start with building rapport.

Merriam-Webster defines rapport as “a friendly, harmonious relationship; especially a relationship characterized by agreement, mutual understanding, or empathy that makes communication possible or easy.”

Rapport is a fundamental component of having a connected relationship with someone, and the lack of personal connection is the reason people view their leaders as impersonal avatars. Research has shown the importance of warmth as a critical factor in building trust. Your team members are wanting to know that you care about them as individuals and not just nameless worker bees showing up to do a job.

People don’t care how much you know until they know how much you care.

It doesn’t matter how brilliant or charismatic you are as a leader; if your people don’t think you have their best interests in mind and truly care for them, they won’t give you their trust, loyalty, and best performance. Establishing rapport with someone creates an environment of warmth and safety which allows trust to blossom.

Building rapport isn’t rocket science but it takes an intentional effort. Here’s a few easy and practical ways to foster rapport with someone:

  • Remember and use their names
  • Learn something about their life outside of work
  • Share information about yourself; show some vulnerability
  • Strike up a conversation (about them, not you)
  • Identify mutual interests

When clients tell me their organization is suffering from a lack of trust between senior leaders and front-line employees, the first area I explore is the sense of connectedness between the two groups. Almost always the issue boils down to the front-liners not having any semblance of a personal connection to senior leaders.

It’s a predictable dilemma. The further up a leader moves in the organization, the wider her span of control becomes and the harder it is to have a personal relationship with each employee. However, through effective communication techniques, conveying a sense of authenticity by sharing information about yourself, and intentionally making the time and effort to connect with people as much as possible, you can develop rapport with your employees that leads to high trust and loyalty.

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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