Leading with 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!

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.

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.

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.

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.

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