Leading with Trust

10 Amazingly Simple Ways to Thank Your Employees

Since this is Thanksgiving week in the U.S., I thought I’d re-share one of my most popular posts about how to build trust through the power of telling people “thank you.” Saying “thank you” is one of the most simple and powerful ways to build trust, yet it doesn’t happen near enough in the workplace.

Whenever I conduct trust workshops with clients and discuss the role that rewards and recognition play in building trust, I will ask participants to raise their hands if they feel like they receive too much praise or recognition on the job. No one has ever raised a hand.

So in an effort to equip leaders to build trust and increase recognition in the workplace, here are ten amazingly simple ways to tell your employees “thank you.” I’ve used many of these myself and can attest to their effectiveness.

In classic David Letterman, Late Night style…10 Amazingly Simple Ways to Thank Employees:

10. Let them leave work early – This may not be feasible in all work environments, but if you’re able to do it, a surprise treat of allowing people to leave early does wonders for team morale and well-being. I use this technique occasionally with my team, usually when they’ve had the pedal to the metal for a long period of time, or if we have a holiday weekend coming up. Allowing folks to get a head start on the weekend or a few hours of unexpected free time shows you recognize and appreciate their hard work and that you understand there’s more to life than just work.

9. Leave a “thank you” voice mail message – Don’t tell my I.T. department, but I’ve got voice mails saved from over ten years ago that were sent to me by colleagues who took the time to leave me a special message of praise. The spoken word can have a tremendous impact on individuals, and receiving a heartfelt message from you could positively impact your employees in ways you can’t imagine.

8. Host a potluck lunch – You don’t have to take the team to a fancy restaurant or have a gourmet meal catered in the office (which is great if you can afford it!), you just need to put a little bit of your managerial skills to practice and organize a potluck lunch. Sharing a meal together allows people to bond and relax in a casual setting and it provides an excellent opportunity for you to say a few words of thanks to the team and let them know you appreciate them.

7. Give a small token of appreciation – Giving an employee a small memento provides a lasting symbol of your appreciation, and although it may cost you a few bucks, it’s well worth the investment. I’m talking about simple things like giving nice roller-ball ink pens with a note that says “You’ve got the write stuff,” or Life Savers candies with a little note saying “You’re a hole lot of fun,” or other cheesy, somewhat corny things like that (believe me, people love it!). I’ve done this with my team and I’ve had people tell me years later how much that meant to them at the time.

6. Have your boss recognize an employee – Get your boss to send an email, make a phone call, or best-case scenario, drop by in-person to tell one of your employees “thank you” for his/her work. Getting an attaboy from your boss’ boss is always a big treat. It shows your employee that you recognize his/her efforts and you’re making sure your boss knows about it too.

5. Hold an impromptu 10 minute stand up meeting – This could be no or low-cost depending on what you do, but I’ve called random 10 minute meetings in the afternoon and handed out popsicles or some other treat and taken the opportunity to tell team members “thank you” for their hard work. The surprise meeting, combined with a special treat, throws people out of their same ol’, same ol’ routine and keeps the boss/employee relationship fresh and energetic.

4. Reach out and touch someone – Yes, I’m plagiarizing the old Bell Telephone advertising jingle, but the concept is right on. Human touch holds incredible powers to communicate thankfulness and appreciation. In a team meeting one time, my manager took the time to physically walk around the table, pause behind each team member, place her hands on his/her shoulders, and say a few words about why she was thankful for that person. Nothing creepy or inappropriate, just pure love and respect. Unfortunately, most leaders shy away from appropriate physical contact in the workplace, fearful of harassment complaints or lawsuits. Whether it’s a handshake, high-five, or fist bump, find appropriate ways to communicate your thanks via personal touch.

3. Say “thank you” – This seems like a no-brainer given the topic, but you would be amazed at how many people tell me their boss doesn’t take the time to express thanks. Saying thank you is not only the polite and respectful thing to do, it signals to your people that they matter, they’re important, valuable, and most of all, you care.

2. Send a thank you note to an employee’s family – A friend of mine told me that he occasionally sends a thank you note to the spouse/significant other/family of an employee. He’ll say something to the effect of “Thank you for sharing your husband/wife/dad/mother with us and supporting the work he/she does. He/she a valuable contributor to our team and we appreciate him/her.” Wow…what a powerful way to communicate thankfulness!

…and the number one amazingly simple way to thank employees is…

1. Give a handwritten note of thanks – Some things never go out of style and handwritten thank you notes are one of them. Emails are fine, voice mails better (even made this list!), but taking the time to send a thoughtful, handwritten note says “thank you” like no other way. Sending handwritten letters or notes is a lost art in today’s electronic culture. When I want to communicate with a personal touch, I go old school with a handwritten note. It takes time, effort, and thought which is what makes it special. Your employees will hold on to those notes for a lifetime.

What other ways to say “thank you” would you add to this list? Please a share your thoughts by leaving a comment.

 4 Comments

 Posted on November 20, 2017 by

 Management, Motivation, Praising, Recognition, Relationships, Trust, Trust Boosters

     , , , , ,

Reflect Back Before You Say Sorry – Tips for Improving Your Apologies

If you say you’re sorry before truly understanding how the offended party feels, have you really apologized?

That question may not be quite as metaphysical as the classic, “If a tree falls in the forest and no one is around to hear it, does it make a sound?,” but it’s certainly worth considering if you’re serious about rebuilding trust in relationships.

I remember countless situations when my two sons were young kids and they’d get into squabbles with each other. After refereeing their dispute and performing my fatherly duty to declare one or both of them at fault, we’d inevitably get to the point where I’d tell one of them to apologize to the other. You probably know how the rest of the story unfolds, right? After several declarations of innocence and blaming the other person, one of them would grudgingly utter a terse, resentful, and perfunctory “sorry.” Neither of them were overly concerned with understanding how the other felt; they just wanted to placate dad and get on with their business. That strategy may fly when you’re six years-old, but it doesn’t work as an adult in the workplace.

Delivering an effective apology is one of three key steps in rebuilding trust. However, apologizing isn’t as simple as it seems on the surface. There are key success factors of effective apologies, one of which is reflecting back the other person’s feelings.

Why is reflecting back feelings important and how do you do it?

  • Reflecting back feelings is important because it allows you to understand how the other person is feeling. It also allows the offended party the opportunity to process, share, and release the feelings he/she has been holding on to, which is important for moving beyond the hurt of the situation.
  • When you apologize, give the other person time to speak and share their feelings. The apology is as much about them—their pain, emotion, state of mind—as it is about your behavior. Don’t make the apology all about you.
  • As you listen to the other person share his/her feelings, don’t rebut, argue, or defend yourself. The purpose of reflecting back feelings is to show the other person you understand how he/she feels. It’s not to debate or argue points of facts.
  • Reflect back feelings by using statements like, “I heard what you said,” and “I understand why you feel that way.” Using statements like “Tell me more about that,” or “Help me understand what you mean by…” will open up the conversation and allow the other person to share in an environment of safety.

So I’ll take a shot at answering the metaphysical question: If you say you’re sorry before truly understanding how the offended party feels, have you really apologized?

My position is no, you haven’t fully apologized if you don’t understand how the other party feels. Admitting your harmful behavior is half of the apology. You can take it all the way home by understanding, acknowledging, and addressing how your behavior made the other person feel. Following this approach will increase the effectiveness of your apologies and lead to higher trust in your relationships.

 Leave a Comment

 Posted on November 12, 2017 by

 Apology, Communication, Emotions, EQ, Listening, Relationships, Repairing Trust, Trust

     , , , ,

How Does Your Presence Affect Team Members? 3 Questions to Ask

leadership presenceTension. Dread. Nervousness. Anxiety.

Early in my working career, those are feelings I experienced when I would meet with my manager. The feelings stemmed from a variety of factors. I didn’t think the manager had my best interests in mind, so I constantly felt on guard, like I had to defend my decisions, actions, or my direct reports. I also didn’t believe the manager had the competence to really understand how the business operated. It was difficult to accept her direction or support when I felt it wasn’t based on a true understanding of our present reality.

Regardless of the cause of those feelings, I left meetings with my manager worse off than when I arrived. That’s not a good place to be.

I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel. ~ Maya Angelou

If you’re a leader, flip the situation and personalize it to yourself. Are your people better off because of your presence? When your people interact with you, do they leave as a better version of themselves or a less capable one? It’s a sobering thought to consider. When I take the time to reflect on interactions with my team members, I try to ask myself the following three questions:

  1. Did I make them feel more trusted? In order to build trust with your team members, you must first extend trust. You can extend trust by giving the team member an opportunity to demonstrate competence. Give her room to recommend decisions and implement plans. Trust her integrity to do the right thing and to follow through on her commitments. Resist the urge to steer the employee to your way of thinking so she’ll do what you want her to do (that’s manipulation) or to micromanage her efforts. That will cause the employee to leave the interaction with you feeling less trusted, not more.
  2. Did I make them feel more valued? Everyone wants to know they are valued and accepted as individuals, regardless of their job title, position on the org chart, or the number of digits on their paycheck. You can make employees feel validated by expressing encouragement, listening to their input, incorporating their ideas into decisions, and giving a voice to their questions, concerns, and ideas. Don’t ignore, dismiss, or demean their contributions.
  3. Did I make them feel more powerful? Real, effective, and authentic leadership involves helping people discover and capitalize on their power. Weak and egotistical leadership is about robbing people of their power so they feel more dependent on leadership. It’s only by giving power away do you unlock your own leadership greatness. Sharing information, letting people make their own decisions, and giving team members opportunity to take on new challenges are among the many ways to move employees from powerless to powerful.

Much of how team members perceive us as leaders has to do with how we make them feel. That doesn’t mean our job as leaders is to hold hands with our team and sing Kumbaya, or to coddle and baby our people just so they feel good about our leadership. That’s just as bad as being the hard-nosed leader who has a slash and burn style with no regard to personal relationships. It takes a blend of being a competent and focused leader who also attends to the relational needs of the team. It’s balancing people and results.

 1 Comment

 Posted on November 5, 2017 by

 Leadership, Power, Relationships, Trust

     , , ,

A Better Boss or a Pay Raise? What Would YOUR Employees Choose?

Ask yourself this question: If I gave my employees a choice between receiving a pay raise or me becoming a better boss, which would they choose?

Chances are you’d probably say your employees would choose a pay raise, right? I mean, after all, who wouldn’t want more money? Taking a few liberties with the classic song Money by Barrett Strong, your employees are probably saying “Your leadership gives me such a thrill, but your leadership don’t pay my bills, I need money!”

Getting a pay raise would be an immediately tangible reward that everyone could literally take to the bank. Besides, it’s not like you need any dramatic improvement as a boss, right? Sure, you may not be the greatest leader in the world, but there’s a whole lot of bosses plenty worse than you. Your people would definitely choose a pay raise, you say.

Well, you’d be wrong. One study showed that 65% of Americans would choose a better boss over a pay raise. How do you like them apples?

In many of our training courses we do a “best boss” exercise. We ask participants to share the characteristics of the person who was their best boss, and as you can see from the list below, many of these traits are ones you can develop and master with just a bit of effort and focus.

My best boss…

  • Was trustworthy—Often mentioned as the foundation of what makes a best boss, being trustworthy is paramount to being an effective leader. Research has shown that employees who have high levels of trust in their boss are more productive, engaged, innovative, creative, and contribute more to the organization’s bottom-line. Click here to learn more about how to build trust as a leader.
  • Believed in me—Best bosses believe in the capabilities and potential of their people. Through their words and actions they communicate a sincere faith in their employees that builds the confidence of their team members to go above and beyond expectations.
  • Showed respect—No one likes to be talked down to or treated as “less than.” Best bosses recognize the inherent worth each person possesses and they seek to build people up, not tear them down.
  • Listened to me—Being a good listener is one of the most powerful, yet underrated leadership skills. Good listeners don’t interrupt, ask clarifying questions, summarize what they’ve heard, probe for deeper understanding, and also pay attention to what’s not being said in the conversation. Check out The 5 Fundamentals of Effective Listening for more tips.
  • Helped me grow—People want leaders who are invested in helping them grow in their jobs and careers. Best bosses understand that leadership is not about them; it’s about the people they serve. As such, they are committed to helping their team members grow in their careers, even if that means the employee ultimately leaves the team or organization for better opportunities.
  • Had my back—Participants in our classes often say their best boss was always in their corner, or had their back. There are times in organizational life where the boss needs to step up and defend the needs or interests of his/her team. Supporting your employees doesn’t mean blindly defending them regardless of the circumstances, but it does mean you always have their best interests at heart and are committed to putting that belief into practice.
  • Gave feedback in a way I could hear it—I’ve learned in my career that people really do want, and deserve, honest feedback about their performance. The trick is to deliver feedback in a way the person on the receiving end can hear it without becoming defensive, internalize it, and take positive action moving forward. Here is a way to give feedback that builds trust in a relationship.
  • Cared about me as a person—It’s a cliché but it’s true: people don’t care how much you know until they know how much you care. You can be the most competent boss around, but if your people don’t feel you truly care about them as humans, then they will withhold their trust and commitment from you.
  • Adjusted their leadership style to my needs—The best bosses know that one size doesn’t fit all when it comes to leadership. Each team member can be at different development levels in their goals and tasks, so the leader needs to adjust his/her leadership style to meet the needs of the employee. Managers need to learn to become situational leaders.
  • Gave me autonomy—No one likes to be micro-managed. Helicoptering over your employees and telling them what to do, how to do it, and when to do it, creates a sense of learned helplessness. It erodes the morale and motivation of employees and leads to them developing a “quit but stay” mentality. Best bosses make sure their team members have been given the proper training and have the best resources and tools needed to do their jobs. Then the manager steps out of the way and lets their team do their thing, while providing any needed support and direction along the way.

Unfortunately, too many leaders are unwilling to admit they could use a bit of improvement, and too many organizations tolerate poor managerial performance (free whitepaper: 7 Ways Poor Managers Are Costing Your Company Money). But as you can see from this list, becoming a best boss isn’t rocket science. It’s within the grasp of any leader who is willing to put in a bit of work to improve his/her craft.

 3 Comments

 Posted on October 29, 2017 by

 Leadership, Management

     , , ,

A Question From Simon Sinek: Are You Playing a Finite or Infinite Game?

In January 1968, the North Vietnamese People’s Army of Vietnam and the Viet Cong launched the Tet Offensive, one of the largest military campaigns in the Vietnam War. In every single battle, the American-led forces and the South Vietnamese Army of the Republic of Vietnam defeated their enemies, leading to heavy casualties for the North. In the ensuing months there were several “Mini Tet” offensives launched, and each one ended the same way—defeat. The North lost over 100,000 soldiers during the January to August time-frame.

In the Vietnam War, the United States won every single battle but lost the war. Why?

North Vietnam was playing the infinite game. Their goal was to outlast the enemy, not defeat them.

Finite games have winners and losers. The rules of the game are known to both sides, the boundaries of the playing field are well-defined, the scoreboard keeps track of the game’s activity, and at the end of a prescribed period of time, a winner is declared. It’s neat. It’s clean. Someone wins, someone loses.

Infinite games have no winners or losers. Rules often don’t exist, and if they do, they are fuzzy and open to interpretation. The playing field is undefined and progress is hard to measure. Opponents change frequently, as does the game itself. There are no clear winners or losers in the infinite game. Competitors drop out of the infinite game when they lose the will or resources to stop playing. The goal is to outlast your competition.

Simon Sinek introduced this concept in his keynote address at our recent Blanchard Summit. In the VUCA  (volatile, uncertain, complex, ambiguous) world in which we live, the most successful leaders and organization are learning to play the infinite game, not the finite one. The “game” of leadership and business is an infinite game where the rules change frequently, competitors come and go, and there is no end point to the game. You are either ahead or behind. There is no ultimate winner or loser. The infinite game continues indefinitely until someone loses the will or resources to keep playing.

Resources are well understood. Money, intellectual property, people, technology, etc. We have to have the capital we need to run a business. But what about will? Sinek shared five must-have components of will if we are to succeed in the infinite game:

1. Just cause—More than your “why” or purpose, a just cause is what motivates you to get out of bed in the morning. It’s the passion or hunger that burns inside that compels you to do what you do. Your just cause is what powers you to outlast your competitors. It propels you forward in the face of adversity and empowers you to persevere when you feel like giving up.

2. Courageous leadership—Playing the infinite game requires leaders to prioritize the just cause above anything else. They are willing to stand up to the pressures of the Board, Wall Street, or popular sentiment, and stay true to their cause. This struggle is often too great for a single person to tackle alone, so it requires all the leaders of the organization to band together and act in alignment.

3. Vulnerable team—Sinek says being a vulnerable team doesn’t mean it’s acceptable for everyone to walk around crying. It means you’ve invested the time and energy to build a culture in your organization where people feel safe to be themselves. They can admit they don’t know something or that they made a mistake. They can take appropriate risks without fear of retribution or retaliation. If you’re people don’t feel safe, that is your fault, not theirs.

4. Worthy adversary—In the infinite game, adversaries are acknowledged and treated with respect, but our success or failure isn’t measured against them. Ultimately we are competing against ourselves, and our success or failure should be measured against our just cause. Our adversaries may push us to improve our products, services, marketing, etc., but in the infinite game we are constantly striving to become a better version of ourselves in order to fulfill our just cause.

5. Open playbook—Too many organizations pursue a variable cause with a fixed strategy, Sinek theorizes, rather than pursuing a fixed cause with a variable strategy. Having an open playbook means leaders and organizations are willing to have flexible strategies and plans that change as needed to pursue their just cause. An open playbook also means you are transparent with your strategies, so all members of the team can literally be on the same page. Leaders resist being too transparent with information because they fear losing control. They distrust how people will use that information so they hold it close to the vest. That only results in people making sub-optimal decisions because they don’t know all the plays in the playbook.

You can win every battle but still lose the war. The goal is not to beat your competition; the goal is to outlast them.

So what does it mean to play the infinite game as a leader? It means you leave something behind that outlasts your finite presence or contributions. An infinite leader builds a culture so strong, that when the leader is no longer there, the culture lives on. Infinite leaders commit to their just cause. The work produced by striving for that just cause has the indelible fingerprints of the leader, and lasts far beyond the time of the leader’s tenure.

So ask yourself: Are you playing the finite or infinite game?

 13 Comments

 Posted on October 22, 2017 by

 Authenticity, Culture, Leadership, Success

     , , ,

Brene Brown’s 4 Pillars of Courageous Leadership

Vulnerability, clarity of values, trust, and rising skills are the four pillars of courageous leadership, according to Brené Brown, author, storyteller, and research professor at the University of Houston. Brené joined us at the Blanchard Summit this past week and shared her latest thinking on what it means for leaders to be courageous and vulnerable.

Brown defines vulnerability as uncertainty, risk, and emotional exposure. Leaders exhibit courageous leadership when they’re willing to be vulnerable—they’re “all in”—even though it means they may fail or get hurt. Contrary to popular opinion, vulnerable leadership isn’t soft or weak. Brown says vulnerability sounds like truth and feels like courage. Truth and courage aren’t always comfortable, but they’re never weakness.

When you choose to engage in courageous leadership, you will have critics and haters. Brown reminded us that being brave with your life is a painful mirror to those around you. “Don’t try to win over the haters,” Brown said, “you aren’t the ‘jackass whisperer.'” She encouraged us to draw a one inch by one inch box on a piece of paper and list the names of the people whose opinions matter to us within that one inch box. It drives home the point about how important it is to be selective about who you allow to speak into your life. Brown punctuated this point by saying she’s adopted the point of view that “If you’re not in the arena getting your ass kicked occasionally, then I’m not interested in your feedback or criticism.”

Trust is at the heart of true courageous, vulnerable relationship. Many people assume trust “just happens,” but that’s not how trust works in reality. Trust is built through the intentional use of specific behaviors, and you can teach people how to become more trustworthy and better trust builders with others. To effectively build trust in a team or organization, it requires everyone to have a common definition of trust. Download this free whitepaper to learn how having a common language about trust fuels high performance in organizations.

As Brené Brown shared with us, courageous leadership is not comfortable. You will fall and skin your knee. But courage is contagious. Every time we choose courage, we make everyone around us a little better and the world a little braver.

 3 Comments

 Posted on October 15, 2017 by

 Authenticity, Leadership, Trust

     , , ,

6 Ways to Become a Badass Leader

The Most Interesting Man in the WorldI’m a fan of the Dos Equis “The Most Interesting Man in the World” commercials (the original ones, not the cheesy new ones). Some of my favorite sayings about The Most Interesting Man in the World include:

  • His personality is so magnetic, he is unable to carry credit cards.
  • Even his enemies list him as their emergency contact number.
  • People hang on his every word, even the prepositions.
  • He can disarm you with his looks or his hands, either way.
  • He can speak French in Russian.
  • He once taught canaries the art of falconry.

That guy is a real badass, isn’t he? Imagine him in a leadership role…badassery at it’s best! You can be a badass leader too, although it’s probably not what you think.

What does a badass leader look like?

He confidently marches to the beat of his own drum, not swayed by popular opinion or the need to please others. He doesn’t put on airs, pretending to be something he isn’t, but stays true to his principles and values in all that he does. He doesn’t have to talk about being a badass (that’s a poser) because he knows he is a badass. A badass leader isn’t an uncooperative jerk, indiscriminately ticking people off. A badass leader knows his limits and takes pride in working with others to achieve the goals of the team. Understated, purposeful, and pursuing excellence in all he does. That’s a badass.

Examples of well-known badasses:

  • Abraham Lincoln – Presidential Badass
  • Condoleezza Rice – Diplomat Badass
  • Derek Jeter – Baseball Badass
  • Leonardo da Vinci – Renaissance Badass
  • Mother Teresa – Spiritual Badass
  • Albert Einstein – Intellectual Badass
  • Aristotle – Philosophical Badass
  • John Wayne – Western Movie Actor Badass

Get the idea? So how do you become a leadership badass? Here’s six ways:

1. Develop your competence – Competence breeds confidence, no two ways about it. If you want to be more secure in your leadership abilities then you need to keep learning and growing. Read books, take classes, get a mentor, and learn from others. Badass leaders aren’t content with the status quo. They are always striving to improve their craft.

2. Be vulnerable – Huh? Isn’t that the opposite of being a badass? No! Leaders that display vulnerability show they don’t have anything to hide. Posers are those who lead with a false sense of confidence, trying to hide their weaknesses from others. Badass leaders are acutely aware of their strengths and weaknesses and aren’t afraid to admit when they don’t know something. People crave authentic leadership and badasses are nothing if not authentic.

3. Focus on building trust – Trust is the foundation of badassery. You have to earn people’s trust before they will follow you and give their all. Badass leaders focus on building trust by being good at what they do, acting with integrity, caring for others, and following through on their commitments.

4. Build up other people – Badass leaders don’t feel the need to build themselves up by tearing down others. Secure enough in their self-worth, badass leaders take pride in the accomplishments of their team members and do everything they can to set them up for success. Badass leaders know that their success comes from the success of their people.

5. Get stuff done – Badass leaders don’t make excuses, they make things happen. They remove obstacles for their people, find the tools and resources they need, and provide the right amounts of direction and support they need to achieve their goals. Badass leaders are about doing, not talking. Badass leaders get stuff done.

6. Go against the grain – Doing what’s right is not always the popular choice, but badass leaders aren’t afraid to go against the grain when it’s the right thing to do. Badass leaders know they can’t base their self-worth on the applause of others and they aren’t afraid to ruffle a few feathers on occasion.

Every leader has the ability to be a badass. It’s an attitude, a belief, a way of being. Don’t lead scared, letting fear drive your behavior, but tap into your inner badassness and lead with confidence and assurance. Before you know it, people will look at you and say, “Now that’s a badass leader!”

Feel free to leave a comment and share your thoughts on what it means to lead like a badass.

 7 Comments

 Posted on October 1, 2017 by

 Authenticity, Leadership, Success

     , ,

The Most Important Decision Every Leader Must Make

Decisions, decisions, decisions.

Leaders are faced with myriad decisions in any given day, week, month, or year. Questions such as these fill our days: What’s the right strategy for our organization? What are my most important priorities? Who is the right person for this job? How much time do we allocate to this project? How much money should we spend? Some are big, some are small. Some carry great significance; others not so much. Some days there are more decisions to make and others there are less. But one thing is constant: there are always decisions to be made.

I would argue there is one decision more important than any other you face, and the way you respond to that decision will shape the course of all the others you make. What is that decision? It’s the decision to trust.

We all have moments of trust where we can decide to move toward connecting, engaging, and trusting one another. Or we can decide to move away from one another by choosing fear, distrust, self-protection, control, or ego. Since a large degree of leadership is about accomplishing work through others, leaders must trust and depend on people at some point. It’s impossible to do everything on your own, and besides, it’s undemocratic and boring to do it all yourself!

Since trusting others is a requirement of leadership, the question then becomes, How do I know who to trust and how much to trust them?

Deciding Who to Trust

You can gauge a person’s trustworthiness by how their behavior exemplifies the ABCDs of trust.

A is for Able—Demonstrating Competence. People who possess the skills, knowledge, and expertise for their roles earn trust. Able individuals 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 Believable—Acting with Integrity. Integrity is at the heart of trustworthiness and it’s impossible to be fully trusted without it. High integrity people 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 Connected—Caring about Others. Trustworthy people value relationships. They care about others and act in ways that nurture those relationships. Connected people establish rapport with others 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 people are others-focused. They place the needs of others ahead of their own.

D is for Dependable—Honoring Commitments. Fulfilling promises, maintaining reliability, and being accountable are critical aspects of being dependable. Trustworthy individuals 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 teammates.

Deciding How Much to Trust

It’s important to understand you put yourself at risk when you trust another person. You run the risk of that person disappointing you, not following through, or worse case, purposely betraying or taking advantage of you. Your willingness to accept vulnerability is determined by the interplay of several variables including your personality, values, life experiences (especially early childhood), and of course, the situation at hand. Only you can determine how vulnerable you’re willing to be when extending trust.

A helpful way to consider how much to trust someone is to view the situation through what I call The Window of Trust. Based on the person’s trustworthiness (how their behavior demonstrates the ABCDs of trust), and your willingness to be vulnerable (accept risk), you can choose how wide to open your window of trust. The greater a person demonstrates trustworthiness, combined with a greater willingness to be vulnerable on your part, means the more you can open the window of trust.

The goal is not to have a wide-open window of trust for all relationships. The goal is to open it as wide as appropriate for a relationship given its specific context or situation.

All healthy relationships are based on trust. Whether it’s a short-term relationship with a vendor providing you a one-time service, or a lifetime commitment to the person you marry, you must open the window of trust as wide as possible to help the relationship reach its full potential.

 5 Comments

 Posted on September 24, 2017 by

 ABCD Trust Model, Decision-Making, Leadership, Relationships, Trust

     , , ,

4 Ways to Move From Vendor to Partner in Client Relationships

“We’re re-evaluating all of our vendor relationships.” Oomph! It felt like a punch to the gut when our client uttered those words, especially the “v” word. For several years this organization had been one of our top 5 clients, and now this new client contact was replacing our previous partner with whom we had a trusted and successful relationship. He clearly had a new strategy that didn’t involve us and was looking to move his business elsewhere. Despite our best efforts, over the course of the next 18 months our business with this client evaporated.

How did we move so quickly from being viewed as a trusted partner with this client to a vendor who could easily be replaced? It had nothing to do with the quality of our products and services, our price, or our capabilities as an organization. It had everything to do with the level of trust in the relationship with our new client contact.

We had developed an extremely high level of trust with our original sponsor. She viewed us as a trusted advisor who looked out for her best interests. She knew that our primary aim was to help her succeed, not just to sell products and services. We collaborated on projects together, learned from each other, and were vested in creating win-win solutions.

This level of commitment was reflected in the language we used when speaking about each other. She was our client – a person who uses the professional advice of another – and we were her partner – a person in a relationship where each has equal status. Our new client contact clearly viewed us as a vendor– a person who sells something.

So how you do create a relationship with your clients that transforms them from thinking of you as a vendor to one of a partner? I believe you have to build a solid foundation of trust and you do that by being:

  • Able – Competence in your role is a prerequisite for building trust with clients. Do you know the details of your products and services inside and out? Do you know the business challenges your client faces and how your organization can help them be more successful? Clients value and trust the advice of competent professionals who have a track record of success and have taken the time to thoroughly understand their needs.
  • Believable – Are you a person of integrity? Do you admit mistakes and take ownership, or do you make excuses and shift blame? Clients want partners that act ethically, responsibly, and place their needs ahead of your own. Sometimes being a person of integrity means telling the client “no.” Trusted partners are willing to be honest with their clients and advise them when they can’t provide the best solution the client needs. Trusted partners look for creative ways to help the client address their issues and find solutions to problems that may or may not involve their own products and services.
  • Connected – No one cares how much you know, until they know how much you care. You can be the most competent professional around, but if you don’t establish a personal connection with your clients, your efforts at building trust will be limited. Trusted partners know their clients as people, not just business associates. Get to know your clients by being genuine, authentic, and demonstrating care and concern.
  • Dependable – Simply following through on your commitments to clients goes a long way in building a trusted partnership. Maintaining reliability with clients involves having an organized approach to your work, only making promises you can keep, and doing what you say you will do. One of the quickest ways to erode trust with clients is to over-promise and under-deliver.

Trust is the key ingredient that allows you to move your client relationships from one of being a vendor to that of a trusted partner, and it starts with learning the ABCD’s of trust: Able, Believable, Connected, and Dependable.

 7 Comments

 Posted on September 17, 2017 by

 ABCD Trust Model, Ability, Believability, Connectedness, Dependability, Professionalism, Relationships, Success, Trust

     , , , ,

7 Barnacles Creating Drag On Your Leadership Effectiveness

As a natural process of a ship being in the water for extended periods of time, barnacles and other marine life grow and attach themselves to the ship’s hull. If left unattended, the barnacles can increase drag up to 60%. This can decrease speed by 10% and result in the ship using 40% more fuel. In essence, the ship works harder, spends more energy, and performs worse over time.

The same principle applies in our leadership journey. Over the course of time we accumulate habits and practices that increase drag on our performance. Everything seems to take more time and energy than it should require. It builds up almost imperceptibly until one day we wake up and feel like we’re burned out. Just like ships are periodically removed from the water to have their hulls cleaned, leaders need to regularly remove the barnacles that are holding them back from performing at their best. Here are seven common barnacles that weigh you down over time:

1. Meetings — Let’s face it, even though meetings are the bane of our existence, they serve a vital purpose in organizational life. It’s a primary way information is shared, relationships built, and work is accomplished. However, we too often let meetings run us instead of us running meetings. Review your calendar and examine each of your regular meetings. Are they still serving the purpose for which they were created? Do the meetings have specific agendas with desired outcomes identified? Are the right people involved to make decisions? Are there alternative ways to accomplish the goal of the meeting without bringing everyone together? Those are all valuable questions to ask. If the meetings aren’t providing the return on investment that makes them worth your time, cancel them or reshape them to be more productive.

2. Policies, Procedures, Processes — We institute policies, procedures, or processes to handle new activities that arise over the course of time. When money, staffing, and time isn’t an issue, we don’t give much thought to adding new work into the system. But when resources become scarce, it can prove very difficult to reduce or eliminate activities or services that have become the norm. It can be helpful to apply the Pareto Principle, or 80/20 rule, to your leadership practices. What are the 20% of your activities that produce 80% of your results? Focus on the 20% and remove the 80% that are barnacles.

3. Committees — Collaboration is an important and valuable practice but sometimes we take it a bit too far by trying to do everything by committee. It slows down the process and frustrates everyone involved. If a committee is truly needed, make sure it has a clear purpose, goals, and clear decision-making authority. If you’re a member of a committee that doesn’t have a clear purpose and goals, reevaluate your membership. Maybe it’s time to remove this barnacle.

4. No-No People — Every organization has naysayers; it’s a fact of life. However, there is a big difference between people who express doubts or ask questions in a genuine effort to understand the proposed change and make the best decision possible, versus those who are No-No’s—their answer will always be “no,” no matter what. No-No’s are huge barnacles that cause tremendous drag on your leadership. They require enormous amounts of emotional and mental energy that distract you from more important priorities. Removing this barnacle will dramatically increase your productivity and personal satisfaction of being a leader.

5. No Vision or Goals — In a paradoxical sort of way, the lack of something, in this case vision and goals, can actually be something that weighs you down. A clear vision and specific goals help to focus your energy and streamline your efforts. When you know what you’re striving for, you can pare away all the non-essentials that get in your way. Without a clear vision or goals, your leadership energies are widely dispersed and less effective. If you feel like your days are consumed with fighting fires and you go to bed at night exhausted from chasing every squirrel that crosses your path, then chances are you don’t have a clear vision or goals driving your actions.

6. Seeking the Approval of Others — You will always be unfulfilled as a leader (or person) if your self-worth is determined by the approval of others. Striving to please all people in all circumstances is a barnacle that will slow you down to a crawl. Leaders sometimes have to make decisions that benefit one group of people over another and that inevitably leads to conflict. The best thing you can do as a leader to remove this barnacle is to act with integrity in all circumstances. Not every decision you make will be a popular one, but as long as you consistently live your values you will earn the respect and trust of your colleagues.

7. Lack of Self-Care — Imagine your leadership capacity as a large pitcher of water. The water represents your time, energy, and abilities as a leader to influence others. If all you do is pour yourself into others, without periodically refilling your own reserves, you’ll eventually run dry. To maintain your leadership effectiveness, it’s important to nurture yourself through reading, sharing experiences with other leaders, and having mentors or coaches who stretch you and cause you to grow in your own leadership journey.

The buildup of these different leadership barnacles is inevitable but it doesn’t have to be final. Perform a regular cleansing to remove the barnacles and restore your leadership performance to its full potential.

 7 Comments

 Posted on September 3, 2017 by

 Career Growth, Leadership, Success

     , , ,

5 Tips for Handling Delicate Conversations

coffee conversationOne of the certainties of managerial life is there will be occasions where you need to have a delicate conversation with someone. No matter if it’s an employee, colleague, or vendor, the thought of having a potentially challenging conversation with someone causes fear and hesitation. And of course this isn’t just an issue in the workplace; the same dynamic happens in our personal relationships as well.

I had a delicate conversation with my 21 year-old son last week, and frankly, I could have handled it better. If I had practiced what I’m preaching here, I’m pretty sure the discussion would have been more fruitful. Here’s the tips I should have followed more closely:

1. Clarify your motive and desired outcome for the conversation—In my case, I had been stewing over a discussion my son and I had a few weeks earlier. In that prior conversation, I felt my son had neglected to mention some important facts that I later discovered on my own. I felt he had been less that truthful with me and my motive was to let him know how I felt so I could get the weight off my chest. I thought I was clear on the motive, but looking back I see it was a pretty selfish one. A better motive would have been to learn more about why my son shared what he did rather than accuse him of purposefully omitting facts. I also wasn’t clear on my desired outcome. Was I looking for an apology? Did I want him to acknowledge he made a mistake? Since I wasn’t fully clear on the outcome, it left the conversation in a ragged state when we finished.

2. Pick the right time and place—This one is hard for me because I don’t like to leave things unsettled. I’d rather address an issue quickly and get it resolved, rather than wait for things to settle down and perhaps sort themselves out naturally. When planning for a delicate conversation, choose a location that will create a comfortable and safe environment for the meeting. Choose a time of day when the other party will be at their best, and havethe right kind of open energy that will allow them to hear what you’re saying.

3. Watch your tone—Studies have shown that just 7% of communication is the actual words we speak. That leaves 93% of communication happening through tone and body language. The tone of your voice will literally set the tone for the conversation. Use a tone that is warm, supportive, inquisitive, and non-judgmental. Raising your voice, having a sharp tongue, or using defensive or dismissive body language (e.g., crossing your arms, rolling your eyes) will doom your conversation for failure.

The health of our relationships is directly proportional to the quality of our conversations

4. Invite dialogue—Too often our delicate conversations turn into monologues. That’s because we feel more comfortable if we’re in control of the discussion. We can be afraid of what the other person may say or how she will steer the conversation, so we rattle on at the mouth until we’ve said our peace. The best way to handle a delicate conversation is to invite dialogue. Ask open-ended questions that allow the other person to express her thoughts and share openly. This builds a climate of trust and safety which facilitates more open and honest communication.

5. Express support and empathy—The delicate conversation with my son was a textbook example of what not to do. If you recall, in a prior conversation with my son I was upset he didn’t share certain details with me that I thought were relevant. After he explained why he omitted those facts, I relied upon my trust-building and leadership expertise and responded, “If you believe that, then you’re lying to yourself!” I don’t think I’ll be winning Dad of the Year award anytime soon. I missed my opportunity to empathize with him and express support for his point of view. Instead, I selfishly used the opening to blast him with a critical comment that I had been harboring for weeks. Even if your point of view is correct, a delicate conversation will go off the rails if you shut the other person down by not expressing empathy and support.

Conversation is the vehicle by which we build trust, lead others, and develop relationships. The health of our relationships is directly proportional to the quality of our conversations, so it’s important we develop effective communication skills. When it comes to discussing delicate topics, it’s important to be clear on our motives, choose the right time and place, watch our tone, invite dialogue, and express support and empathy.

 6 Comments

 Posted on August 27, 2017 by

 Communication, Conflict, Leadership, Management, Relationships, 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.

 6 Comments

 Posted on August 20, 2017 by

 ABCD Trust Model, Ability, Believability, Connectedness, Dependability, Leadership, Trust

     , , ,

Subscribe to Randy’s Monthly Newsletter – Leading with Trust
Simple Truths of Leadership
Receive new posts via email

Categories
Download Free Book Summary—Leading at a Higher Level
Blanchard Newsletter

Leading with Trust