Leading with Trust

The 2 Beliefs That Derail Well-Meaning Leaders

Best-selling business author Ken Blanchard believes leadership is an inside-out proposition.

“It begins by asking yourself a tough question: ‘Am I here to serve or be served?’” he says. According to Blanchard, the answer to this question will reveal your fundamental approach to leadership.

“If you believe leadership is all about you, where you want to go, and what you want to attain, then your leadership by default will be more self-focused and self-centered. On the other hand, if your leadership revolves around meeting the needs of the organization and the people working for it, you will make different choices that will reveal a more others-focused approach.”

Blanchard believes the best leaders have a servant leadership philosophy. He explains that servant leadership requires a two-pronged approach that combines strategic leadership—vision and direction—with operational leadership—strong day-to-day management practices.

“At its core, servant leadership means that once vision and direction are set, the organizational pyramid is turned upside-down and leaders work for their people.”

There are two beliefs that can derail you from being a successful servant leader, according to Blanchard.

“One is false pride—when you think more of yourself than you should. When this occurs, leaders spend most of their time looking for ways to promote themselves. The other is fear and self-doubt—when you think less of yourself than you should. These leaders spend their time constantly trying to protect themselves.”

Surprisingly, the root cause of both behaviors is the same, explains Blanchard: “The ego. It’s just part of the human condition. Any time I hear someone say that their ego has never gotten in their way, that they are never prideful and never experience self-doubt, I usually say, half-jokingly, ‘I’ll bet you lie about other things, too.’ We all have times when we get off track.”

To help executives identify ways that ego may impact their leadership, Blanchard often incorporates an “Egos Anonymous” exercise into some of his work with clients.

“The Egos Anonymous session begins with each person standing up and saying, ‘Hi, I’m Ken, and I’m an egomaniac. The last time my ego got in the way was …’ And then they share a false pride or self-doubt moment or example.”

Egos Anonymous sessions have become so popular with executives that some use the technique to kick off meetings back at their workplace.

“They find it really helps their teams operate more freely,” says Blanchard. “It’s very powerful when people can share their vulnerability and be more authentic and transparent with one another.”

For leaders looking to get started with an inside-out approach to addressing and improving their leadership abilities, Blanchard has one final question: “What are you doing on a daily basis to recalibrate who you want to be in the world?

“Most people don’t think about that. This could include how you enter your day, what you read, what you study—everything that contributes in a positive sense to who you are.

“Consider your daily habits and their impact on your life. Take time to explore who you are, who you want to be, and what steps you can take on a daily basis to get closer to becoming your best self. Your leadership journey begins on the inside—but, ultimately, it will have a tremendous impact on the people around you.”

PS: Would you like to learn more about servant leadership principles and how to apply them in your organization?  Join Ken Blanchard for a free online event February 28.  The Servant Leadership in Action Livecast will feature more than 20 thought leaders and business executives sharing how they have successfully implemented servant leadership principles in their organizations.  The event is free, courtesy of Berrett-Koehler Publishers and The Ken Blanchard Companies.  Learn more here!

This article was authored by David Witt and originally appeared on LeaderChat.org.

The 1 Question All Leaders Must Ask Themselves

Are you here to serve or be served? That question gets to the heart of what motivates you as a leader.

Not to oversimplify the issue (although I’m going to!), but there are two basic kinds of leaders: those who are self-serving and those who serve others. The key difference is the mindset of the leader. The self-serving leader views her role primarily through a self-focused lens. She is motivated to lead as a means to accomplish her goals. She sees leadership as a way to obtain power, status, and influence, all valuable tools to help her make her way in the corporate world.

The serving leader, on the other hand, views her leadership as a way to help others. She is focused on facilitating the growth and success of her followers so they can accomplish their goals and those of the organization. She views her power, status, and influence as instruments to facilitate the success of others.

The majority of leaders I’ve encountered in my career have not consciously considered this question. I think it’s because most people fall into leadership positions without much forethought. They excel in their roles as individual contributors, get promoted to manager, and then learn on the job how to lead others. It’s the minority of leaders who intentionally consider this question, answer it, and pursue leadership positions with purpose and focus.

On February 28th you have an opportunity to ask yourself this question and to learn from others who have already answered it and experienced the success of servant leadership. Ken Blanchard will host the Servant Leadership in Action livecast and he’ll be joined by 20 other leadership experts who will do an in-depth examination of what it means to be a serving leader.

Our world is in desperate need of a new model of leadership. We’ve all seen the negative impacts of self-serving leaders and the harm they cause our organizations. Decades of research and experience have shown servant leadership is the way to achieve lasting success that brings out the best in people and organizations. I encourage you to attend the Servant Leadership in Action livecast and answer this question once and for all: Are you here to serve or be served?

If You Want Employee Accountability, Keep Them IN the Box

“We want you to act like owners.” How many times have you heard that phrase thrown around in organizations? As a leader, you’ve probably uttered those words, or similar ones, many times in the past. We all want employees who live and breathe accountability. It’s one of the key factors that set high performers apart from low or average ones.

We want employees to act like owners, but many times we discourage their accountability by treating them like renters. How so? We discourage accountability when we micromanage. Telling people what to do, how to do it, and insisting they do it our way thwarts their autonomy. We also prevent accountability when we shelter people from the consequences of their actions. We’ve let the pendulum swing too far to the side of wanting everyone to feel good about themselves no matter their level of performance. Everyone should get a trophy just for giving a good effort, right?

So as a result, we have developed employees who have the mindset of renters, not owners. You know what that looks like, right? The employee waits around for the boss to make the decision, rather than stepping out on their own initiative. They do a decent enough job, but often nothing spectacular; just enough to get by. They are content to point out problems, but don’t take the extra step to solve the problem themselves or offer suggestions on how to do so.

In their new book, Counter Mentor Leadership—How to Unlock the Potential of the 4-Generation Workplace, my friends Kelly Riggs and Robby Riggs define accountability in a straight-forward way: the process of taking a personal interest in—owning—the results, as opposed to making excuses for mistakes and looking for something or someone to blame. They emphasize that accountability is an attitude, one that is cultivated, modeled, and instilled in others by a good leader.

The Riggs duo suggest leaders can help employees foster a mindset of accountability by putting them back in the box.

Whoa! Wait a minute! Did you say back IN the box? Yes, that’s right. Back IN the box…the Freedom Box.

The Freedom Box is about setting a perimeter within which the employee has complete autonomy to roam. The size of the box is proportional to the employee’s individual competence and commitment to take ownership of producing results. By definition, the box will be a bit different for each person. Using language from our Situational Leadership© II (SLII®) model, on particular goals or tasks some people are Development Level 4 (D4) Self Reliant Achievers (highly competent and committed), while others are Development Level 1 Enthusiastic Beginners (low competence and commitment). The D4’s box is going to look a whole lot different than the D1’s box.

There are four primary boundaries of the Freedom Box:

  • Company values and/or guiding principles. Your values determine what behavior is or isn’t acceptable in the workplace. If you don’t have values with behavioral definitions, this is where you want to start. It’s the foundation of how you want people to perform.
  • Expectations. Ken Blanchard has long stated that “All good performance starts with clear goals.” If employees don’t have clearly defined goals, how are they supposed to know what a good job looks like? It’s hard to exhibit ownership over ill-defined, nebulous goals.
  • Level of authority. An employee’s level of authority in the Freedom Box should be determined by their demonstrated capabilities. Riggs and Riggs share four common-sense levels of authority:
    • Level 1—Check with me before you do anything. For rookies who are just learning.
    • Level 2—Make the decision, but check with me prior to implementation. For those still learning on the job and need practice.
    • Level 3—Make and implement the decision, but keep me in the loop. For employees who are experienced and demonstrate good judgment.
    • Level 4—The buck stops with you. Seasoned veterans who are highly trusted and experts in their domain.
  • Performance standards and metrics. Employees need standards of performance that defines the measure of success. Success should not be defined by solely what is achieved, but also how it is achieved.

Accountability is a mindset of people who are personally invested in their work. It’s not something the leader can force upon an individual. We as leaders need to be careful that we aren’t unintentionally hindering our people from developing their own resilience to be accountable. When we take away the pain, thwart initiative, don’t reward appropriate risk-tasking, and withhold honest feedback, we prevent our people from stepping into accountability. The Freedom Box is a helpful process for how leaders can put people IN the box in order to help them develop accountability.

Who Do You Choose To Be In 2018? 6 Areas to Examine

Here we are, one week into the new year. Many people are emerging from their holiday cocoons to re-engage with the real world, now that it’s time to head back to work, school, and the routine of life. But before you hop back on that hamster wheel, why not take some time to consider who you want to be in 2018?

I recently read an article by Margaret Wheatley, published in the Summer 2017 issue of Leader to Leader Magazine, in which she poses several insightful questions to help us think about how we want to influence others through our leadership. We live in a crazy and chaotic world that only seems to grow more so by the day. It’s hard not to become pessimistic about the state of our world and our ability to create positive change. However, the one area we have the most control over is our own sphere of influence. We can choose the kind of leaders we want to be. We can choose how we want to show up each day. We can choose how we treat people under our care. But first, we have to be clear on the kind of leaders we want to be. Use these questions to think about the kind of leader you want to be in 2018:

Quality of Relationships: How are you relating to those around you? Is trust increasing or decreasing? Are you investing more or less time in developing strong relationships? Are people more or less self-protective and what can you do to increase a sense of safety in your group? Are you willing to go the extra mile or not? What is the evidence for your answers?

Fear versus Love: Examine your relationships and see if there are patterns that illustrate the growth of fear or love. In your leadership, what role does fear play? Are you using fear as a lever to ensure compliance? Do you believe there is a place for love in leadership? Would the people in your sphere of influence say you lead with love or fear?

Quality of Thinking: How difficult is it to find time to think, personally and with others? Do you consider “busyness” a badge of honor (it isn’t!)? Are you in control of your calendar or does your calendar control you? How would you assess the level of learning in your organization? Are you applying what you’ve learned? Is long-term thinking still happening in conversations, decision-making, or planning?

Willingness to Contribute: What invitations to contribute have you extended and why? How have people responded? Ongoing, what are your expectations for people being willing to step forward? Are those higher or lower than a few years ago?

The Role of Money: How big an influence, as a percentage of other criteria, do financial issues have on decisions? Has money become a motivator for you? For staff? Has selfishness replaced service? What’s your evidence?

Crisis Management: What do you do when something goes wrong? Do leaders retreat or gather people together? How well do you communicate during crises? Are you prone to share information or withhold it? Do you use challenges as an opportunity to build trust and resilience? Are your values evident in the decisions you make in the heat of the moment?

Margaret and I share the same view that leadership is a noble calling. Leaders are entrusted to care for those under their charge and to help them develop to their full potential. We can’t fulfill that noble purpose if our head is constantly down and our eyes focused just on today’s to-do list. We need to lift our eyes up, gaze into the future, and thoughtfully consider how we want to grow as leaders. These categories of questions offer an excellent starting point for somber introspection. So before you rush off into 2018, getting busy with all of your plans and goals, pause for a bit to consider who you actually want to be in the year ahead.

Here’s to a great 2018!

Connecting the Dots: Trust, Leadership, and Engagement

pexels-photo-681335.jpegThe ability to build and sustain high levels of trust and engagement is a critical competency for today’s leaders. In our technology-fueled, digitally connected world where new products, competitors, and business models seemingly emerge overnight, one of the few competitive advantages organizations possess is their people. The skills, talents, creativity, innovation, and passion of its people can be the difference between organizations achieving exceptional performance or wallowing in mediocrity. In order to come out on the winning side of this challenge, organizations must connect the dots between trust, leadership, and engagement. Trust is the foundation, leadership is the driver, and engagement is the goal.

The Foundation of Trust

Trust is the foundation of any successful, healthy, thriving relationship and it’s essential to your success as a leader. Without trust your leadership is doomed. Creativity is stifled, innovation grinds to a halt, and reasoned risk-taking is abandoned. People check their hearts and minds at the door, leaving you with a staff that has quit mentally and emotionally but stayed on the payroll, sucking precious resources from your organization.

Booster and Buster TableHowever, with trust, all things are possible. Energy, progress, productivity, and ingenuity flourish. Commitment, engagement, loyalty, and excellence become more than empty words in a company mission statement; they become reality. Trust has been called the “magic” ingredient of organizational life. It simultaneously acts as the bonding agent that holds everything together as well as the lubricant that keeps things moving smoothly.

Trust doesn’t “just happen” through some sort of magical relationship osmosis. It’s built and sustained through the use of very specific behaviors that align with the four core elements of trust: competence, integrity, care, and dependability. Leaders who emphasize the use of “trust boosting” behaviors cultivate an environment where employees feel safe and want to invest their discretionary effort, whereas leaders who engage in “trust busting” behaviors foster an environment of distrust and fear that cause people to withdraw and only give minimal effort.

Leadership as a Driver

Research by Gallup has indicated that a person’s relationship with his or her direct manager is the leading factor influencing employee engagement and that managers account for 70% of the variance in employee engagement scores. The Great Place to Work Institute has documented that committed and engaged employees who trust their management perform 20% better and are 87% less likely to leave the organization. What does that mean for leaders? To a large extent, the way you lead your people has a dramatic impact on their level of engagement on the job.

According to Gallup research, managers account for 70% of the variance in employee engagement scores.

Situational Leadership® II (SLII®) is a model and methodology that fosters an environment of trust and engagement because it puts people first. SLII is a “people-centered” approach to leadership that looks at the needs of the follower to determine the leadership style used by the leader. The needs of the follower come before the needs of the leader. This altruistic approach by leaders builds trust because his or her followers see the leader has their best interests in mind.

sl2-situational-leadership-model-diagramLeaders who effectively use SLII also develop open, honest, and transparent communication with their people. With trust as the foundation in the relationship, employees feel safe enough to ask for the direction and support they need on tasks and goals. A team member who doesn’t trust his or her leader is not going to admit to being a “D2 – Disillusioned Learner.” Admitting you don’t know something is the last thing you’ll do with a leader you don’t trust. Conversely, leaders who foster trust and utilize SLII open up the lines of communication with direct reports and are able to talk objectively about developmental needs.

Engagement is the Goal

It would be overly simplistic to suggest that having a people-centered approach to building trust and employing Situational Leadership® II will produce an engaged workforce. Employee engagement is a broad and complex issue that organizations spend $720 million dollars a year trying to solve, according to a Bersin & Associates report.  Bersin also highlights that when it comes to engagement there isn’t even a commonly accepted definition of the term. Definitions vary widely, with elements including commitment, goal alignment, enjoyment, and performance, just to name a few.

Thumbs Up GroupHowever, it isn’t an oversimplification to state that a people-centered approach fosters an environment that allows trust and engagement to flourish and leads to organizational success. Research by renowned economist Laurie Bassi has proven that firms who put people first, as measured by the highest scores on the Human Capital Management (HCM) scale, have outperformed the S&P 500 over the past 25 years in periods of financial prosperity as well as in more difficult times. Most notably, firms with higher HCM scores are able to endure and recover more quickly from cyclical downturns in the economy than are firms with lower HCM scores.

Simply stated, leaders of the best and most successful firms understand that all they have and all they hope for is due to their people, and as a result, they practice people-centered leadership.

4 Ways Santa Is A Great Leader, And How You Can Be Too

As I have in years past, I was able to catch-up with Santa Claus for an exclusive one-on-one interview. The jolly old man was kind enough to take a break from his final preparations on Christmas Eve to answer my questions about what makes him such a great leader. During our conversation, I learned that Santa believes trustworthiness is the number one key to his success, and he builds trust through four primary ways. Below is an excerpt of our conversation.

Me: Hello Santa. It’s a pleasure to see you once again. Thank you for taking the time to meet with me. I know you’re quite busy.

Santa: Hi Randy! It’s my pleasure to spend some time with you. I feel it’s the least I can do, considering all those years you spent on the “naughty” list as a child. Ha! You know I’m just pulling your leg.

Me: I love your sense of humor Santa! You of all people know how close I actually was to being on the naughty list. Thanks for the grace you showed. I know you’re busy, so let’s get right to it. What makes you such a great leader?

Santa: Well, leadership involves many things, but I would say the biggest key to my success has been being trustworthy.

Me: That’s music to my ears, Santa. You know how important I think trust is to effective leadership. Tell me more about what makes you so trustworthy.

Santa: I think there are four main things that make me trustworthy. First, it’s because I’m able. There’s a lot of moving pieces to this Santa gig, and I’ve had to develop the skills necessary to perform the job. I’ve mastered logistics, organization, sleigh-driving, reindeer development, elf management, toy production, and a host of other things. People trust me because they believe I know my stuff. And I do!

Me: No one knows santa-ing more than you, that’s for sure! What else makes you trustworthy?

Santa: A second aspect of my trustworthiness is that I’m believable. If I’m going to judge which children have been naughty and which have been nice, then I have to be above reproach myself. Nothing is more important to me than acting with integrity. I say what I mean, and I mean what I say. I’m honest, stick to my values, and walk the talk.

Me: I couldn’t agree more, Santa. When I think of you, I have full confidence that you will always do the right thing. No one ever questions your judgment because you’ve been so consistent and steady in your behavior. You said there were four things that make you trustworthy. What are the other two?

Santa: The third factor that makes me trustworthy is that I’m connected with others through caring relationships. Children around the world know that I care about them deeply. I love all children, even the ones who find themselves on the naughty list (which between you and me, there are actually very few that ever appear on that list). All the elves at the North Pole know that I care about them as well. I make it a point to learn the first name and position of every elf on my team, and I frequently walk the shop floor to chat with them and connect on a personal level. It’s one of the most enjoyable aspects of my job.

Me: The love you have for the children of the world is evidenced by the joy you personify and the joy you give to others. What’s the fourth element of trustworthiness?

Santa: The fourth element that makes me trustworthy is that I’m dependable. Above all, I’m counted on to deliver presents around the world on Christmas Eve. A R O U N D  T H E  W O R L D (Santa says in a slow, drawn out manner). Can you recall a Christmas where I haven’t delivered? No, you can’t. All the children are depending on me and I’d never let them down. If I say I’m going to do something, by golly, I do it!

Me: That makes perfect sense Santa. You are trustworthy because you’re able, you have the skills needed to do your job well. You’re believable because you act with integrity. You’re connected with people on a real, authentic basis. And you’re dependable; you can be counted on to do what you say you’re going to do. Now that I think about it, the first letter of those four words form the acronym ABCD. The ABCDs of trust!

Santa: That’s right! The ABCDs of trust. It’s the alphabet or language of trust, isn’t it?!

Me: It sure is! I would also argue that it’s also the language of leadership. You can’t sustain long-term, effective leadership if you aren’t trustworthy. I think you’re one of the best examples of that truth.

Santa: Thank you, Randy. I’m humbled by your compliments. It truly is a team effort between me, Mrs. Claus, and all the elves on our team. Teamwork makes the dream work! By the way, all the sports stars and coaches today stole that line from me!

Me: Ha! You’re the best Santa. I know you have to be running. You’ve got a long night ahead of you. Thanks for spending time with me.

Santa: You’re welcome! Merry Christmas to all, and to all a good night!

Where Did the “Us” in Trust Go?

Where’s the good in goodbye,
Where’s the nice in nice try,
Where’s the us in trust gone,
Where’s the soul in soldier on,
Now I’m the low in lonely,
Cos I don’t own you only,
I can take this mistake, but
I can’t take the ache from heartbreak

No Good in Goodbye ~ The Script

“Where’s the us in trust gone?” I was listening to this song this past week and of course that particular lyric caught my ear. The song describes a person who has done something to damage a love relationship and is lamenting the pain of the breakup. It got me thinking of the inherent one-to-one nature of trust.

Yes, trust can be applied on a generalized level such as the trust one has (or doesn’t have) in government, companies, or other entities. But in its purest form, trust is a psychological and emotional construct between two people and there are three important truths that apply to building trust in relationships:

1. Risk is required — You don’t need trust if there’s nothing at risk. That’s called certainty, a sure thing, a guarantee. But if there is risk, if there is a chance you might get burned extending your love, money, or faith to someone else, then trust is essential. A part of that risk involves someone making the first move in extending trust. Trust doesn’t happen by accident. In order for trust to develop in a relationship, one party has to make the decision to extend trust in the hopes it will be reciprocated. That’s the only way it happens. Ernest Hemingway summed this up simply yet eloquently when he said “The best way to find out if you can trust somebody is to trust them.”

2. Trust cannot be demanded; it must be granted willingly — Trust, just like love, commitment, loyalty, and other relationship dynamics cannot be forced upon someone; it must be given. Each person is unique in regards to how they grant trust to another. Some have the philosophy of “I’ll trust you until you show me I shouldn’t” while others have the approach of “I won’t give you my trust until you earn it.” Our propensity to trust is shaped by many factors including our level of psychological and emotional maturity, risk tolerance, the balance of power in the relationship, childhood experiences with trust, and our morals and values. Regardless of how a person is “wired” to trust, you can’t demand they give it to you. They must decide on their own to give it to you.

3. Trust must be nurtured — Trust is not a one and done sort of thing. You don’t give or receive it and then forget about it. You must constantly protect and nurture it in order for it to deepen and give life and endurance to the relationship. Trust sustains relationships through the tough times. It’s the element that breeds safety and security in a relationship so each person knows that no matter what happens, I can trust you won’t hurt me or take advantage of me. In the garden of relationships in your life, trust is the water that keeps them growing, blooming, and maturing to fullness. Without trust those relationships will wither and die. Unfortunately, too many people only think about trust when it has been broken. Don’t let that be you. Never lose sight of trust and keep working to make it stronger day by day.

There’s no trust without “us.” You and me. Two people willing to take a risk and make themselves vulnerable to each other with the expectation the other won’t take advantage. We don’t demand it of each other, but we give it willingly because the other person has demonstrated their trustworthiness over time. And we constantly nurture the trust in our relationship so it continues to grow over time and works in a reciprocal fashion to constantly strengthen itself. That’s the “us” in trust.

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