Leading with Trust

Are Your People Ready to Stage an “Occupy” Protest? Four Ways to Build a High-Trust Culture

If given the chance, would the people in your organization stage an “Occupy” protest? Do they have feelings of inequity, spawned by the perception that the top 1% in your organization receive a disproportionate amount of the rewards at the expense of the 99%?

Unless you’ve lived under a rock for the last few weeks, you’re probably familiar with the “Occupy” movement that has spawned social protests on Wall Street and various cities and venues around the world. Underlying these protests of social and economic inequality, corporate greed, and the influence of money and lobbying in politics, is a profound lack of trust between leaders and those being led.

What can we learn from the Occupy movement to help us build organizational cultures of high-trust? I think the following four areas are good places to start:

1. Share information liberally
We live in an information age, where just about anything we want to know is but a few keystrokes or mouse-clicks away. Yet in many of our organizations, leaders withhold information as a way to maintain power and authority over others.

A lack of information sharing about the compensation system at the Mayo Clinic had created perceptions of inequality and just a 17% satisfaction level in 1999. By increasing the frequency, clarity, and transparency of communication about all compensation related matters, the Mayo Clinic was able to raise the level of satisfaction to 82% in 2011, with very little change to the fundamental structure of the compensation system itself.

In the absence of information, your people will make up their own version of the truth. Share information openly so that your people know the facts about what’s going on in the organization and trust that they will use and respond to that information responsibly.

2. Increase employee involvement in decision-making
My friend, colleague, and organizational change expert Pat Zigarmi, likes to make the point that contrary to popular opinion, people don’t resist organizational change; they resist being controlled. When people are shut out from contributing to decisions that will directly impact them, they develop a sense of distrust and skepticism toward the decision makers.

After the terrorist attacks on 9/11, my organization suffered a loss of over $2 million dollars of booked business due to clients eliminating corporate travel. Our company had to make immediate moves to reduce expenses, but rather than making the easy and obvious decision to layoff staff, our leadership engaged everyone across the organization to generate ways to decrease costs or increase revenues in order to avoid layoffs. Hundreds of ideas were surfaced and many were implemented which resulted in the company being able to not only survive the economic downturn, but continue to make a profit and avoid eliminating jobs.

Involving your people in making decisions will lead to higher levels of trust and commitment. Remember, those who plan the battle rarely battle the plan.

3. Give people what matters most – your time and attention
Google is legendary for the perks that it offers its employees. At the Googleplex, Google’s corporate headquarters in Mountain View, CA, team members have unlimited access to free haircuts, massages, meals, dry cleaning, and even on-site medical care.

Yet when Google undertook a study to determine what employees valued most, they overwhelmingly said “even-keeled bosses who made time for one-on-one meetings, who helped people puzzle through problems by asking questions, not dictating answers, and who took an interest in employees’ lives and careers.”

Just like workaholic parents who fool themselves into believing they can make up for their lack of presence in their kids’ lives by spoiling them with all the latest toys and gadgets, leaders often fall prey to the same line of thinking by believing corporate perks and benefits can make up for the lack of intimate one-one-one leadership. Developing genuine and authentic relationships is a primary way to build a culture of trust.

4. Have an ethical and equitable compensation system
Economic inequality is one of the primary platforms of the Occupy protest movement. According to research done by Kevin Murphy at USC’s Marshall School of Business, in 1971 the ratio between the average CEO’s salary and that of an employee was 30.6 percent (averages of $212,230 vs. $6,540). In 2009, the last year of his research, it was 264.4 percent ($8.47 million vs. just over $32,000).

Although research has consistently shown that money is usually not a primary motivator for employees, it would be a huge mistake to discount the negative effect of unfair compensation. In a recent HBR blog article, Teresa Amabile and Steve Kramer, authors of The Progress Principle, make three excellent points about the importance of fair compensation.

First, compensating your employees fairly is simply the right thing to do. Second, fair compensation creates a more positive “inner work life effect” – the positive flow of emotions, thoughts, and motivators about the employee’s perception of their work. It’s confirmation of Ken Blanchard’s old saying that “people who feel good about themselves produce good results.” And third, compensation is more than a paycheck. It’s a signal to employees about their value to the organization and the importance of the work they do.

If we’re willing to pay attention, we can learn several important lessons from the Occupy movement. Sharing information liberally, increasing employee involvement in decision-making, nurturing one-on-one relationships, and compensating people fairly will lead to higher levels of trust, commitment, and engagement in our organizations.

 2 Comments

 Posted on October 23, 2011 by

 Compensation, Decision-Making, Ethics, Fairness, Greed, Integrity, Leadership, Occupy Movement, Relationships, Sharing Information, Transparency, Trust

Build Trust Through Professionalism – Seven Mindsets for Success

Do you consider yourself a professional? Or do you think professionalism is reserved for those occupations that require a special degree or qualification, such as a doctor, lawyer, or accountant?

Being a professional has nothing to do with a particular job, title, or degree. It has everything to do with the mindset you choose to hold in the way you approach your work, argues Bill Wiersma, in the Fall 2011 issue of the Leader to Leader Journal. In Fixing the trust deficit: Creating a culture of professionals, Wiersma makes the valuable point that adhering to professional ideals builds trust with others and he offers the following seven mindsets that are characteristic of trusted professionals.

  1. Professionals have a bias for results, knowing that they are counted on to achieve results by using their knowledge, expertise and skills. They develop a track record of success and a reputation for getting the job done, no matter what it takes.
  2. Professionals realize (and act like) they are part of something bigger than themselves. They understand that true success is measured beyond their own personal interests, are good collaborators, and are committed to the goals of their organization. In the world of sports, they say this is being more committed to the name on the front of the jersey rather than the name on the back.
  3. Professionals realize that things get better when they get better. They are engaged and committed to improving their craft, always looking for opportunities to personally get better. When it comes to being a professional, it’s not just business; it’s personal.
  4. Professionals often have standards that transcend organizational ones, because they are motivated by a core set of values that compels them to do the right thing rather than what’s expedient. They keep focused on the long-term goal and don’t get wrapped up in the daily drama.
  5. Professionals know that personal integrity is all they have. Following through on commitments, being honest, authentic, and not violating the trust that has been extended to them is a reflection of their character.
  6. Professionals aspire to master their emotions, not be enslaved by them. Dealing diplomatically with difficult people, rising above the fray, and remaining objective in emotional situations are key skills for trusted professionals.
  7. Professionals aspire to reveal value in others by keeping their ego in check, celebrating the success of others, and valuing the contributions that other professionals bring to the table. Professionals understand that no one of us is as smart as all of us.

One of my pet peeves is when I hear people describe their work by saying “I’m just a ______” (insert title or job). You are not just anything. Don’t discount yourself or your work by qualifying it with the word “just.” The work you do is valuable and important! Elevate the value of your work and your own self-image by approaching your job with these professional mindsets. You will be more satisfied in your work, perform better, and build higher levels of trust with others.

 16 Comments

 Posted on October 16, 2011 by

 Ability, Ego, Ethics, Honesty, Integrity, Leadership, Professionalism, Success, Trust, Values

Want to Build Trust? It Helps to Embarrass Yourself

Oh, those feelings of embarrassment! You feel your body start to sweat, your face turning red, and it feels as if every person in sight is staring at you while you make a buffoon of yourself.

Those embarrassing moments you experience may actually help build trust with others. A recent study by researchers at U.C. Berkeley suggests that the display of embarrassment may increase others’ perceptions of you as a trustworthy individual. Participants in this research watched videos of people describing their embarrassing moments and reported that they perceived those individuals as more generous and trustworthy compared to individuals who tried to downplay the situation and pretend they weren’t embarrassed.

I can’t say the results of this research are terribly surprising, but they do reinforce some fundamental truths about building trust.

  • Being “real” builds trust – We trust people when we perceive them as being authentic and down to earth. When people try to put on airs and pretend to be something or someone they aren’t, we immediately label them as being a fake, a phony, or a poser (pick your adjective). What’s the advice that virtually every parent gives their child who’s nervous about attending the first day of school and making new friends? “Just be yourself.” Displaying emotions of embarrassment tells others that you’re being real, that you acknowledge the awkwardness of the situation, and that you aren’t trying to be someone you’re not by pretending you’re not embarrassed.
  • Vulnerability builds trust – Being embarrassed is a moment of vulnerability when you can no longer hide behind your public persona and you’re subject to the reactions of those around you. People who try to hide their feelings of embarrassment probably have a low-level of trust in how they will be received by others in their social circle. Because of that lack of trust and unwillingness to be vulnerable, they try to hide their embarrassment so they don’t run the risk of being looked at as “less than” the people around them. Willingness to be embarrassed shows others that you are confident in your self-image and standing within the group and a few minutes of embarrassment won’t change the dynamics of your relationship.
  • Shared experiences build trust – Bonding occurs in a group of people when they all go through a common experience and embarrassing moments can serve as one of those community building events. This happened with my team a few years ago when I was given a surprise birthday gift during a team meeting. It was my 40th birthday and the team put together a PowerPoint presentation with embarrassing pictures from my childhood (courtesy of the covert help of my wife), one of which included a side-by-side comparison of my 9th grade high school photo with that of the movie character Napoleon Dynamite (there is a striking resemblance!). It was quite embarrassing and we all had a good laugh, but it brought us closer together and it lives on in the lore of our team.

So the next time one of those embarrassing moments comes along, don’t be a poser and try to pretend it didn’t happen. Embrace the moment, acknowledge the awkwardness of the situation, and use it as an opportunity to build trust and deeper relationships with those around you.

 11 Comments

 Posted on October 9, 2011 by

 Relationships, Trust, Vulnerability

Trust Busters – The Top Five Ways Leaders Erode Trust

“Call me irresponsible, call me unreliable
Throw in undependable too”
Frank Sinatra ~ Call Me Irresponsible (1963)

Irresponsible, unreliable, and undependable make for great words in a song, but if those adjectives describe your leadership style then chances are your people don’t trust you.

Every interaction leaders have with their followers is an opportunity to develop trust, and “trust boosters” are those behaviors we use that build trust with others while “trust busters” are those things we do that erode trust in relationships. Here are five common Trust Busters leaders commit that erode the level of trust in relationships:

1. Making promises you can’t keep – I think most leaders have every intention to follow through on their promises, but the problem lies in our eagerness to make the promise without having a clear idea on what it will take to deliver. Leaders tend to be problem-solvers and when a problem presents itself, leaders spring into action to marshal the resources, develop an action plan, and get the problem solved. It’s important to carefully chose your language when you make commitments with other people because although you may not use the word “promise,” others may interpret your agreement to take the next action step as a promise to accomplish the goal. Be clear in your communications and set the proper expectations for what you are and aren’t committing to do. It’s always better to under-promise and over-deliver.

2. Not following through on commitments – This trust buster is clearly linked to the first one about making promises you can’t keep, but it also goes beyond to failing to live up to even the routine or mundane commitments you’ve made. Common examples include being habitually late for meetings and appointments, rescheduling deadlines because you haven’t finished your part of the assignment, and canceling meetings without explanation. Consistency and predictability in behavior is a fundamental aspect of being a trustworthy individual. If others cannot count on you to be consistent and predictable in following through with even the simplest responsibilities, they certainly won’t trust you with the truly important ones.

3. Not being good at what you do – This may be one of the most overlooked trust busters that leaders commit. Others trust you as a leader when they know you have the skills, knowledge, and expertise that’s needed in your role, both from a technical standpoint as well as a leadership standpoint. Many of today’s leaders face the challenge of not having the specialized technical skills of the people they manage, but they can still display competence in their role by mastering the fundamentals of their particular field and relying on the advice and partnership of team members who possess that technical knowledge. Leverage the technical skills of your superstar performers and continue to improve your own leadership skills so that you can effectively manage the entire operation.

4. Spinning the truth – Being dishonest is obviously a major trust buster, but sometimes a less obvious way leaders erode trust is by spinning the truth – intentionally trying to shape someone’s understanding or perception of the facts of a particular situation. Of course leaders want to be positive in the way they deliver news to support the goals and strategies of the organization, but when they fail to acknowledge the realities of the situation, don’t engage team members in authentic dialogue to address their concerns, and blindly tow the company line, that’s when trust is eroded because team members can clearly see through the leader’s charade. When delivering news about significant changes in the organization, leaders need to address the information concerns that people have (what is the change?), their personal concerns (how does this affect me?), and implementation concerns (how is this going to work?). Be honest, forthright, and authentic with your people and you’ll gain their trust and commitment.

5. Not giving credit where credit is due – This trust buster can manifest itself in different ways. One common occurrence is taking personal credit for the accomplishments of others. When speaking about the success of your team, check your language. Do you speak more of “we” or “me?” In my experience I’ve found that leaders who think and speak in terms of “we” are more trusted and respected than those who claim success for themselves. Another way leaders bust trust in this way is being stingy with praise. Some leaders believe that in order to keep their people motivated they have to keep them on edge, and if they’re given too much praise they’ll get complacent and won’t work as hard. In my own leadership journey and through the work I’ve done with clients I’ve yet to hear any employee say they’re having problems with their boss giving them too much praise.

I’m curious if you’ve experienced other trust busters that you think should rank in the Top Five. Feel free to leave a comment and share your thoughts.

P.S. If you’re in the mood for a little crooning, here’s a link to Michael Buble’s great cover of Call Me Irresponsible.

 3 Comments

 Posted on October 2, 2011 by

 Dependability, Honesty, Integrity, Leadership, Relationships, Trust, Trust Busters

Greed + Ego – Loyalty = No Trust: Lessons From College Football Conference Realignment

This past week the landscape of college football conference membership shifted again when Syracuse and Pittsburgh announced that they would be leaving the Big East to move to the Atlantic Coast Conference. The universities issued statements discussing academics, geographical relationships, and peer institutions as reasons for the switch, but everyone knows the motivation is money. Syracuse and Pitt believe they can make more money playing in the ACC than in the Big East.

Earlier this month Texas A&M announced they would leave the Big 12 conference in 2012 to seek a new conference affiliation, preferably with the SEC. In announcing this decision, university President, R. Bowen Loftin, said it was “in the best interest of Texas A&M” and that they were “seeking to generate greater visibility nationwide for Texas A&M.” (Translation: We’re tired of playing in the shadow of the Texas Longhorns and we think we can make more money in a different conference.) The combination of Texas A&M’s decision, and the news this week about Pitt and Syracuse, caused Oklahoma to start shopping itself to other conferences as well. Oklahoma and the other Big 12 schools are envious of Texas’ move to create their own Longhorn TV network and keep most of the money for themselves. David Boren, President of OU, was quoted as saying that Oklahoma wouldn’t stay in the Big 12 and just be a “wallflower.” No ego in that statement.

Of course, conference realignment isn’t anything new. It’s happened over the years to varying degrees, but these recent developments clearly point out the hypocritical nature of college athletics. University Presidents and Chancellors can talk all they want about the student-athlete experience and academic integrity, yet it’s clear that each school is out to get the biggest piece possible of the multi-billion dollar pie. Former Big East Commissioner, Mike Tranghese, stated in an interview this week that he believes these decisions are clearly motivated by greed, money, and display an extreme lack of honor and loyalty by the leaders of these schools.

I considered Tranghese’s words in relation to leadership in general and the effects that greed, ego, and a lack of loyalty have on trust.

Greed is the excessive desire to possess wealth or goods. Although we most commonly associate greed with money, in the organizational leadership context I think greed rears its ugly head when we strive for excessive power, position, or authority. Power, position, and authority are amoral; there is nothing right, wrong, good, or bad about them in and of themselves. In the hands of an authentic and virtuous leader, power, position, and authority are tools for doing more good for their followers and the organization. In the hands of a self-serving leader, they can become objects of worship. People will not have high levels of trust with leaders who are greedy because they know that those leaders value fulfilling their selfish needs more than they value serving their followers.

Ego is the shadow side of leadership. Being in a position of power and authority can be a heady thing. You often have access to privileges and opportunities not afforded to others and over the course of time you begin to think you’re entitled to these benefits, rather than recognizing them for the gifts that they are. The opposite of being an egotistical leader is being a leader of humility. Ken Blanchard likes to say that being humble is not thinking less of yourself, but thinking about yourself less. Humble leaders tend to have a stewardship approach to leadership. They understand that their position of leadership is something that they’ve been entrusted with to use to the best of their ability, not as a right that has been given to them to use as they please.

Loyalty is a primary characteristic of trustworthy leaders. Why is that? It’s because loyal leaders are predictable and consistent in their behavior and that creates a level of security and trust with followers. Trustworthy leaders display loyalty when they assume best intentions of others, don’t automatically place blame when mistakes are made, and advocate for the best interests of their followers. Being loyal doesn’t mean turning a blind-eye to bad performance or troubling situations; that’s negligence. Loyal leaders are committed to helping their people and organizations realize higher levels of performance and success.

As you would expect, the university leaders of these college football powerhouses are smart people. They definitely have this equation down pat: Greed + Ego – Loyalty = No Trust.

 5 Comments

 Posted on September 25, 2011 by

 Ego, Greed, Integrity, Leadership, Loyalty, Sports, Trust

Randy Conley – Live Interview Today on Trust Across America Radio Show

I’m honored to be interviewed today at 9:00 a.m. PST by Jordan Kimmel, host of the Trust Across America radio show. We’ll be discussing how people can build trust in relationships and strategies for repairing broken trust. Log on to VoiceAmerica to listen to the live broadcast.

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 Posted on September 21, 2011 by

 Uncategorized

A Brain, a Heart, and Courage – Three Requirements for Rebuilding Trust

What does the Wizard of Oz have to offer us when it comes to rebuilding trust? Three things: a brain, a heart, and courage.

During a recent TrustWorks! training class for a client, I was leading participants through a process of crafting an outline for holding a conversation with someone to address the state of low trust in their relationship. At one point a participant asked, “Do people really do this? I can’t imagine having a conversation with someone and saying ‘I don’t trust you.'”

That question prompted a rich discussion on the emotional courage and personal maturity it takes to address issues of low or broken trust in a relationship. As I’ve thought about courage, the image of the Cowardly Lion from the Wizard of Oz keeps popping into my mind. Not to over-simplify the complex and difficult issue of rebuilding trust, I think the Scarecrow, Tinman, and Cowardly Lion offer some insights into what it takes to address issues of trust in relationships.

Dorothy: “How can you talk if you don’t have a brain?”
Scarecrow: “I don’t know…But some people without brains do an awful lot of talking…don’t they?” 

A Brain – You need to be smart about the way you approach the situation when you’re rebuilding trust. I wouldn’t recommend opening the conversation by saying “I don’t trust you.” Before engaging in a conversation, you should think through the reasons why you don’t trust someone. Ask yourself a series of “why” questions to narrow down the cause of low trust to specific behaviors. When you do have the conversation, use “I” language to take ownership of your own feelings and to lower defensiveness with the other person. Keep the conversation focused on the specific behaviors that are causing low trust rather than attacking the character of the other person. Going into a conversation to discuss trust issues without being prepared is a recipe for disaster.

Dorothy: “Goodbye Tinman. Oh, don’t cry! You’ll rust so dreadfully.”
Tinman: “Now I know I’ve got a heart ’cause it’s breaking…”

A Heart – Trust is built when you demonstrate care and concern for others. If you don’t care for the quality of your relationship with someone, it will be tough to build or rebuild trust with that person. I’m not saying it’s a requirement to have a deep, personal relationship with someone in order to have a high level of trust, but you do need to recognize and appreciate the value of the relationship, both to you and the other person. As part of your preparation to address an issue of low trust, make a list of qualities you appreciate in the other person and reasons you value your relationship. When dealing with trust issues, it’s easy to only focus on the negative aspects of the relationship and disregard all the positive things that may exist.

Cowardly Lion: “All right, I’ll go in there for Dorothy. Wicked Witch or no Wicked Witch, guards or no guards, I’ll tear them apart. I may not come out alive, but I’m going in there. There’s only one thing I want you fellows to do.”
Tinman, Scarecrow: “What’s that?”
Cowardly Lion: “Talk me out of it!”

Courage – Addressing an issue of low or broken trust can be a daunting task that requires a high degree of personal maturity and emotional courage. Courage can come in many different shapes and sizes. When speaking of this topic, Winston Churchill said “Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.” Depending on your role in the situation, you may need to muster up the courage to do the speaking, or you may need to humble yourself to do the listening. If the situation is just too sensitive for you to address on your own, seek out the help of a qualified third-party to help mediate or facilitate the discussion.

We all wish that rebuilding trust was as simple as seeing the Wizard of Oz and having him bestow on us a medal or proclamation that solves our problem. Rebuilding trust isn’t that easy, but it is possible if we courageously and intelligently approach the situation with care and concern to restore the relationship on solid ground.

 4 Comments

 Posted on September 18, 2011 by

 Relationships, Repairing Trust, Trust

Leading in the Post-9/11 World – It Begins with the ABCD’s of Trust

In the ten years since the terrorist attacks on September 11, 2001, trust has taken a hit. The mental and emotional effects of living in a world of suspicion and wariness, combined with global economic meltdowns fueled in part by faulty and unethical leadership practices, has left many people in a perpetual state of distrust with leaders in government, business, and organizations of all shapes and sizes.

The restoration of confidence and faith in leadership begins with trust. Trust is the foundation of all successful and healthy relationships, and without it, the very fabric of our society begins to fray. Trust is what allows for commerce among nations, business between organizations and individuals, and cooperation among community members.

We don’t often pause to think about the elemental nature of trust, yet it drives most of our basic interactions with each other. Driving on the road requires we trust each other to stay in our lane of traffic, obey traffic rules, and operate our cars in a safe manner. When doing business with each other we trust that we’re paying a fair price in exchange for a quality product or service. We trust that the doctor, attorney, plumber, auto-mechanic, or business consultant is skilled in their particular field and operates honestly and ethically and won’t take advantage of us. Trust or the lack thereof, is the basis of the quality and nature of our relationships.

So how can we lead with trust? I think it starts with the ABCD’s of how leaders build and maintain trust. Leaders are trustworthy when they are:

Able – Leaders build trust when they demonstrate competence. People trust you when you have the knowledge, skills, and expertise to competently lead in your chosen role or profession. Able leaders produce results by using strong problem-solving and decision-making skills that allow them to set and achieve goals that produce a track record of success. People don’t trust incompetent leaders, no matter how lovable or respected they may be.

Believable – Leaders are believable when they act with integrity. Behaving in an honest and ethical manner, admitting your mistakes, and “walking your talk” are key ways that leaders build trust. Treating people ethically and equitably through fair policies and not playing favorites builds trust and confidence in a leader’s character to do the right thing.

Connected – Trusted leaders connect with their followers on a personal level. They use good communication skills to establish rapport and they take the time to appreciate and recognize the good work of others. Connected leaders understand that leadership is about relationships. They understand that every person has a story – their life experiences, hopes, dreams, and fears – and they make that personal connection that lets their followers know they are valued and respected.

Dependable – Being reliable and dependable builds trust. Following through on commitments, doing what you say you’re going to do, and taking accountability for your actions (and those you lead) is all part of being a dependable leader. Dependable leaders have an organized system that allows them to follow-through and meet deadlines, and they are timely in responding to others and don’t drag their feet when making decisions.

We are in desperate need for a new leadership model in the post-9/11 world, a model where leaders operate at a higher level, strive for the common good, and maintain trust with those they lead. Learn the language of trust – the ABCD’s – and start building trust today!

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 Posted on September 11, 2011 by

 ABCD Trust Model, Leadership, Trust

If You Need To Be In Power, You Probably Shouldn’t Be

“I hope our wisdom will grow with our power, and teach us, that the less we use our power the greater it will be.”
Thomas Jefferson

I recently had lunch with an old friend that I hadn’t seen in many years. My friend, Keith, was the pastor of my church during my young adult years and he was a profound influence on me, not only as a person of faith, but as a role model of a transformational and servant leader. As we reminisced old times and discussed lessons we’ve learned on our leadership journeys, Keith made a statement that I’ve been ruminating on for weeks. He said “Randy, I’ve learned that if you need to be in power, you probably shouldn’t be.”

Do I need to be in power? If so, why? Is it because of ego, status, or enjoyment of the privileges it affords? Is it a bad thing to want to be in power? Would I be unhappy or unfulfilled if I wasn’t in power? One question begets the next.

As I’ve pondered this question, the following ideas have become clearer to me:

  1. The best use of power is in service to others. Being a servant leader, rather than a self-serving leader, means giving away my power to help other people achieve their personal goals, the objectives of the organization, and to allow them to reach their full expression and potential as individuals. I love the servant leadership example of Jesus when he chastised two of his disciples for seeking positions of power and reminded them that “Whoever wants to be a leader among you must be your servant, and whoever wants to be first among you must become your slave.” (Mt. 20:26-27) One of the paradoxes of leadership is that by placing others before ourselves and using our power to serve them actually brings us more power, respect, commitment and loyalty.
  2. Followership is just as important, if not more so, than leadership. Learning to be a good follower is an essential component of being a good leader who knows how to use power wisely. A person that learns to submit to the authority of others, collaborate with teammates, and sees first-hand the good and bad effects of the use of power, will have a greater appreciation for how power should be used in relationships. We can all probably think of examples of people who were bestowed leadership positions without ever being a follower and then went on a “power trip” which showed how ill-prepared they were to handle the power that was given to them. Followership is the training ground for leadership.
  3. The ego craves power. My leadership experiences have taught me that I need to be on guard to keep my ego in check. The ego views power as the nectar of the gods, and if leaders aren’t careful, their ego will intoxicate itself with power. In Ken Blanchard’s Servant Leadership Immersion program, he does an “Egos Anonymous” exercise that helps leaders come to grips with the power of the ego to make them self-serving leaders rather than servant leaders. Effective leadership starts on the inside and that means putting the ego in its proper place.
  4. Power is given, not earned. The power that I have as a leader is something that was given to me, first by my boss who put me in this position, and secondly by my followers who have consented to follow my lead, and it could be taken away at anytime should something drastic change in either of those relationships. We’re all familiar with “consent of the governed,” the phrase that describes the political theory that a government’s legitimate and moral right to use state power over citizens can only be granted by the consent of the citizens themselves. The same concept applies to organizational leadership, and the minute our people no longer support our leadership we have a serious problem.

So, do I need to be in power? I don’t think I need it to be fulfilled in my work, but it’s a question I haven’t yet fully answered. Do I like having power? Yes, I do. It allows me to help others in significant and positive ways. But if I’m being honest, I have to admit that I struggle with the shadow side of power and the temptation to use it to feed my ego.

Let me ask you the question: Do you need to be in power? Feel free to leave a comment and share your thoughts.

 2 Comments

 Posted on September 4, 2011 by

 Ego, Leadership, Power, Servant Leadership

Hurricane Leadership – Does your leadership style wreak havoc & destruction?

Bracing for blustery winds, searching for safe cover, and fearing damage and destruction. Is that a description of East Coast residents preparing for Hurricane Irene or does it describe the way your team members react to your leadership style?

Your style of leadership – the way you speak, act, and relate to your people – can either build or erode trust. While this is a gross oversimplification that undoubtedly leaves out many leadership styles and patterns, which of these weather conditions describes your predominant style of leadership?

The Hurricane Leader

“I’m rolling thunder, pouring rain. I’m coming on like a hurricane.”
Hells Bells ~ AC/DC 

Hurricane Leaders leave a path of destruction in their wake. Team members duck and cover when the boss approaches and hope they survive the storm without any personal damage. The company grapevine serves as an early warning system – “Watch out! The Boss is on his way!” Hurricane Leaders aren’t too concerned with employee morale, engagement, or career development. Their primary concern is whether or not the work is getting done regardless of the human cost. This type of leadership may produce short-term results, but like any hurricane, its power will diminish over time and cease to be effective.

Employees have low trust with Hurricane Leaders because their behavior is often mercurial and unpredictable. Employees are also hesitant to be vulnerable with Hurricane Leaders because they aren’t sure if the leader has their best interests in mind. Hurricane Leaders can build trust by establishing consistent patterns of behavior and dialing down their gale force winds.

The Rainy Day Leader

“That woman of mine she ain’t happy,
unless she finds something wrong and someone to blame.
If ain’t one thing it’s another one on the way.”
Rainy Day Woman ~ Waylon Jennings 

Rainy Day Leaders perpetually sees the glass as half-empty. Either through ignorance, apathy, or being constantly beat-down by organizational dynamics, these leaders have surrendered their power and given up hope of a better future. People are not inspired by Rainy Day Leaders. Team members want and need a leader who sets a compelling vision of the future and rallies the team to achieve that vision.

I once had the pleasure of meeting Rosey Grier, the All-Pro NFL football player and member of the L.A. Rams’ “Fearsome Foursome” defensive line in the 1960’s. He was speaking about his work in leadership development with inner-city youth and he made the comment that “leaders are dealers of hope, not dope.” That phrase has stuck with me and serves as a reminder that a primary role of leadership is to serve as a beacon of hope, especially during the dark and dreary rainy days.

The Sunshine Leader

“Sunshine on my shoulders makes me happy. Sunshine in my eyes can make me cry. Sunshine on the water looks so lovely. Sunshine almost always makes me high.”
Sunshine On My Shoulders ~ John Denver

Sunshine Leaders are so pie-in-the-sky optimistic about everything that team members find it hard to completely trust them. Perhaps in an effort to constantly boost team morale, Sunshine Leaders can go overboard by not making realistic assessments of difficult situations around them and just “hoping” everything works out for the best. Team members want leaders with positive outlooks, but they also want leaders who acknowledge reality, admit when conditions are bad, and work to make things better.

Sunshine leaders can build trust by surrounding themselves with trusted advisers that are given permission to “speak truth” to the leader and hold him/her accountable to addressing the unpleasant issues of leadership.

A Leader for All Seasons

“To everything, turn, turn, turn
There is a season, turn, turn, turn,
And a time to every purpose, under Heaven”
Turn! Turn! Turn! (to Everything There Is a Season) ~ The Byrds

Leaders for all seasons recognize there isn’t a cookie-cutter approach to leadership. The first step to being a trustworthy leader is to be true to yourself by having a deep understanding of your values, purpose, gifts, and abilities as a leader, and blending them together to create your leadership persona. People trust and follow authentic leaders who are comfortable in their own skin and live with a clear and purposeful mission.

All Season Leaders know they have to meet each of their followers at their own level, and then partner with them to reach higher levels of performance. These leaders flexibly use different amounts of direction and support to provide the right leadership style that helps their direct reports develop the competence and commitment needed to succeed in their roles. This investment in the growth and development of your people builds trust and identifies you as a Leader for All Seasons.

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 Posted on August 28, 2011 by

 Leadership, Relationships, Toxic Leadership, Trust

Defining Moments of Leadership – Will you define the moment or will the moment define you?

It’s inevitable. Through the course of your leadership journey you will be faced with defining moments. Defining moments are those situations that require you to make a tough decision or take a stand on a controversial issue.

Will you define the moment, or will the moment define you?

Consider the news headlines of recent events in society, politics, sports, and business that illustrate defining moments for several prominent leaders:

  • “Cameron vows ‘uncompromising measures’ in dealing with riots” – U.K. Prime Minister, David Cameron, faced the challenging situation of how to respond to rioting in the streets of London after a fatal police shooting. Was he too slow to respond? Is he properly managing the tensions between the government and police force?
  • “U.S. debt crisis: Is Obama’s leadership style suited to the moment?” – President Obama had to navigate rough political waters in route to getting the debt ceiling raised. Was he assertively leading the effort to bring the parties together to reach a deal, or was he too hands-off by leaving the negotiations and details to leaders in Congress?
  • “Shalala Breaks Silence Over UM Allegations” – University of Miami President, Donna Shalala (former Secretary of Health & Human Services under President Clinton), is currently dealing with an athletic department scandal involving a former booster who claims he provided athletes with cash, jewelry and prostitutes over an eight-year period, several of which were under Shalala’s watch. How will she respond?
  • “Gay advocates pressured Starbucks chairman to cancel church speech” – Last week Starbucks CEO, Howard Schultz, faced a defining moment when he decided to cancel his speaking appearance at the Global Leadership Summit, an annual leadership training event hosted by Willow Creek Church. His cancellation was prompted by an online petition signed by slightly over 700 people who expressed concern that he was speaking at a church that was “anti-gay” (see the response from Willow Creek’s Pastor, Bill Hybels). Did Schultz do the right thing or was his decision short-sighted?

The defining moments for most of us may not approach the scope or severity of the ones mentioned above, but the principles for handling them remain the same. I would offer the following suggestions to help you prepare for your defining moments of leadership:

  1. Be crystal clear on your personal values – Your values should serve as the primary filter in your decision-making process. If you aren’t clear on the values that motivate and guide your life and leadership actions, you’ll be like a rudderless ship tossed about on a stormy sea. When faced with difficult decisions, ask yourself if the action you’re about to take is in alignment with your values and if it will contribute to the growth and welfare of the stakeholders involved.
  2. Develop a Leadership Point of View (LPOV) – If you understand your LPOV – what motivates you as a leader, your life purpose and values, your beliefs about leading people, and the legacy you want to leave as a leader – you will be better equipped to sort through the complex issues that need to be addressed when those defining moments arrive. Instead of just focusing on the immediate impact of the issue at hand, understanding your LPOV helps you take a long-range view of the consequences of your leadership actions.
  3. Expect to be criticized – President Harry Truman is famously known for having a sign on his desk that stated The BUCK STOPS Here! Leaders will be faced with moments of truth when they, and only they, can make the decision. With that responsibility has to come the knowledge that there will always be some who disagree with you and won’t be afraid to say so! Keeping your eye on the goal and making your decisions in alignment with your personal and organizational values will keep you pointed in the right direction.
  4. Understand that there will be a personal cost – Rarely are there instances when defining moments do not exact a personal toll. The cost may be stress, popularity, fortune, or friendship. I suggest that leaders handle defining moments with contemplation and conversation. Making rash, snap judgments based on gut feel can be a leadership death knell. If possible, thoroughly vet decisions and seek input and guidance from trusted advisors.
  5. Learn from the past – It’s easier to recognize a defining moment after the fact. Unfortunately, that usually means you missed the opportunity to maximize your influence and the moment defined you. Review and assess previous defining moments you’ve experienced. What were the circumstances? How did you react? What could you have done differently? Just like a sailor learns to predict weather patterns based on the color of the sky, the type or movement of clouds, and the direction of the wind, leaders can become more aware of the conditions of defining moments by analyzing their past experiences.

“Great moments are born from great opportunity.”
Herb Brooks, Coach of 1980 U.S. Olympic Hockey Team

Have you had defining moments in your leadership journey? Feel free to leave a comment and share what you’ve learned.

 2 Comments

 Posted on August 21, 2011 by

 Defining Moments, Ethics, Integrity, Leadership, Values

Got Ethics? Three Questions Every Leader Should Ask

Acting with integrity; being honest in word and deed – 57% of more than 600 attendees in a recent webinar I conducted cited this as the most influential leadership behavior that builds trust. Making ethical decisions is a key component of being an honest and trusted leader, yet many of us don’t have a defined process or rubric for handling ethical dilemmas.


A simple, yet powerful process that I’ve relied upon is one that I learned from Ken Blanchard and Norman Vincent Peale in their book The Power of Ethical Management. Blanchard and Peale suggest that leaders ask the following three questions when making a decision about an ethical problem:

  1. Is it legal? The purpose of this question is to get you to look at existing standards. The legality of the decision should be examined not just from the civil law perspective, but also in regards to company policies or standards. If the answer to this first question is “no,” there isn’t much need to ask the following two. If your organization doesn’t have an ethics policy or company values that outline the behaviors desired by team members, check out a recent article from my friend and colleague, Chris Edmonds, that will help you get started.
  2. Is it balanced? The purpose of this question is to activate your sense of fairness and rationality. Will the decision be fair or will it heavily favor one party over another, in the both the short and long-term? Decisions that produce big winners, at the expense of making others big losers, often come back to haunt individuals and organizations. It’s not always possible to make decisions where everybody wins, but leaders should strive to avoid major imbalances over the course of their relationships.
  3. How will it make me feel about myself? This last question gets you to focus on your own emotions, standards, and sense of morality. How would you feel if what you were considering doing was published on the front page of your local newspaper or CNN.com? Would it make you and your family proud or embarrassed? If you’re losing sleep over the situation, it’s probably an indication that your conscience is wrestling with the decision and its alignment with your personal values. As John Wooden, the famous UCLA basketball coach said, “There is no pillow as soft as a clear conscience.”

Constant use of these three questions as an ‘ethics check’ can help guide you into a pattern of ‘right’ behavior that can become habit-forming and put you on the path to being an ethical and trusted leader.

I’m interested in hearing about your experiences in handling ethical dilemmas. Have you used this ‘ethics check’ process? Please leave a comment below.

 6 Comments

 Posted on August 14, 2011 by

 Ethics, Fairness, Honesty, Integrity, Leadership, Trust

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